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GROUP DYNAMICS

group dynamics

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GROUP DYNAMICS

group dynamics

Uploaded by

hobiscomet2
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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GROUP DYNAMICS

STRUCTURE, DEVELOPMENT AND FUNCTIONS

BSGD 3-3
BY SORONO & VILLARANTE
WHAT IS GROUP DYNAMICS?
Group dynamics refers to the study of forces within a
group. Since human beings always had an innate desire
for belonging to a group, group dynamism is bound to
occur.

Group dynamics deals with the attitudes and behavioral


patterns of a group. It can be used as a means for
problem-solving, teamwork, and to become more
innovative and productive as an organization. The
concept of group dynamics will also provide you with
the strengths, success factors and measures along with
other professional tools.
Importance of Group Dynamics

1. Influence on Thinking: Group interactions affect the way members think


and behave.
2. Leadership Impact: A group with a strong leader performs better than one
with a weak leader.
3. Synergy Effect: Positive group dynamics can lead to outputs more than
double the individual efforts.
4. Job Satisfaction: Group dynamism can increase job satisfaction among
members.
5. Team Spirit: It fosters team spirit within the group.
A Group is a planned and organized collection of
individuals aimed at achieving a common goal.
Each group has a defined structure, including roles,
norms, status, size and cohesiveness, which are
clearly outlined in advance to prevent confusion
during task completion.
Group Roles
A defined manner in which an individual is supposed to behave while holding a
particular position in the group can be termed as his/her role. It comprises of the
following:

Role Identity: The set of behaviour or attitude defining


the role of a particular position
Role Conflict: Whenever the
roles of two or more group
Role Perception: How an individual interprets members are not adequately
specified or clash with one
his/her role in the group or the organization
another, there is a situation of
role conflict.

Role Expectations: Anticipation of the individual’s


role in the team by the other group members
Group Norms
These are the specified rules and guideline to act in a desired manner. Given below
is the different classes of group norms set in an organization:

Appearance Norms: The group together decides


the attire and presentability of its members; Resource Allocation Norm:
Resource allocation norms
are rules or agreements in a
Performance Norms: The guidelines for the desired group about how to share
level of contribution and expected results are resources like time, money,
defined or tools fairly.

Social Arrangement Norms: Also, the norms for


individual interaction and communication
within a group are pre-determined
Group Status

The status here means the position or reputation of a


group within the organization. A group which is
recognized throughout the company for its
achievement, teamwork and cohesiveness, holds
better goodwill or high status.
Group Size
The size of the group is an essential component while understanding
group dynamics. It can be seen as follows:

Small Group: We know that small Large Group: The huge groups
groups comprising of three to ten comprise more than ten people
individuals are more functional than encounter issues like delay in
the larger ones. It facilitates better decision making, lack of
discussion, higher satisfaction and participation of all the members,
individual’s participation for dissatisfaction and lack of
effective decision making. belongingness among the group
members.
Group Cohesiveness

The cohesion or intactness of the group members shows the level of


bonding they share. Let us now understand the various elements of
group cohesiveness:
Task relations refer to the interaction of individuals in a group for the
accomplishment of the assigned work;
Social relations, i.e., the interaction of the group members on a
personal level;
Emotions can be seen as the feelings shared by the group members.
Bruce Tuckman’s
Stages of Group Development
Bruce Tuckman, a psychologist, introduced a
model in 1965 to describe the stages of group
development, which outlines how teams typically
form and evolve over time. This model is highly
influential in understanding group dynamics and
team behavior. Tuckman initially proposed four
stages, and later, in 1977, he added a fifth stage.
Below is a detailed explanation of the five stages
of group development, which are often referred to
as Tuckman's Stages of Group Development.
1. Forming
This is the first stage, where the group is newly formed and members are
just getting to know one another. During this phase Team members are
polite, reserved, and cautious as they figure out their roles and how to
interact with each other.

2. Storming
In this stage, the group experiences conflict and competition. This is a
critical phase as teams often struggle to overcome challenges.
Individuals may push back against group structure, resist authority, and
disagree with each other. Clashes of personality, ideas, and working
styles are common.
3. Norming
After the conflicts in the storming stage, the group begins to develop norms, or
accepted standards of behavior, as they start working more collaboratively.
Team members begin to resolve their differences, appreciate each other’s
strengths, and respect the leader’s authority. Roles become clearer, and group
cohesion starts to form.

4. Performing
At this stage, the group reaches its full potential, functioning smoothly and
achieving goals efficiently. he team is now mature, organized, and works effectively
towards achieving its objectives. Members are confident, self-reliant, and can make
decisions independently of the leader.
5. Adjourning (added later)
This stage was added to the model in 1977 when Tuckman realized that the
disbandment of the team was also a critical phase. It occurs when the project ends,
or the group dissolves.

The team disbands, either because they’ve completed their task or because they no
longer need to work together. Members may feel a sense of loss or relief.

There’s often reflection on the group’s achievements and what was learned during
the process. If the group’s dynamics were positive, this phase can involve a
celebration of success.
Group Functions
Task functions, maintenance functions, and self-interest functions are three
functions that determine group effectiveness and productivity.
‍

1. Task functions
This is the most important reason for forming a group. They'll need members
who can play one or more of the following roles to complete the task:

Initiating: by proposing tasks or goals, defining problems and suggesting procedures for a solution
Information seeking: by demanding facts, pursuing relevant information, and requesting for
suggestions or ideas;
Information giving: by presenting the facts, giving information, stating beliefs, and giving
suggestions or ideas;
Clarifying ideas: by analysing and clarifying input, implying alternatives, and giving examples;
Bringing closure: by summarising, restating, and providing solutions;
Consensus testing: by verifying for agreements and sending up 'trial balloons'
2. Maintenance Behaviour
To be effective, each group requires social-emotional support.

Some members of the organisation will take the lead in delivering this
assistance, which will include:

Motivating: by showing regard for other members and providing positive response to their
contributions

Increasing group cohesion: by expressing group feelings, sensing moods and relationships, and
sharing feelings

Harmonizing: by reconciling differences and reducing group tension

Compromise: by admitting errors and looking for alternatives;

Gate-keeping: by attempting to keep communications flowing, facilitating the participation of others,


and suggesting procedures for sharing discussion

Standard-setting:by reminding members of group norms, rules, and roles.


3. Self-interest Behaviour
This third function displayed by some individuals, members generally
takes away from group performance and affects task achievement at
the expense of the group. Activities that identify self-interest
behaviour are as follows:

Dominating and controlling: by displaying lack of respect for others, cutting them off,
Not listening, and restating other members’ suggestions with a different meaning;
Blocking: by stifling a line of thought, and changing the topic either away from the point of view or
back to his or her own interest;
Manipulating: by providing self-serving information, or a single point of view designed to achieve a
decision that is consistent with their position;
Belittling: through put-downs, sneering at other’s point of view, or making jokes about another
member’s contribution;
Splitting hairs: by nit-picking, searching for insignificant details that delay a solution, or
undermining another person’s point of view
THANK YOU!

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