CONCEPT OF GROUP AND GROUP DYNAMICS
DEFINITION OF GROUP :-
A group is the aggregation of
small number of people who work for common goals, develop a shared attitude and
are aware that they are part of a group.
OR
WHAT IS A GROUP?
Every organization is
a group unto itself. A group refers to two or more people who share a common
meaning and evaluation of themselves and come together to achieve common goals.
In other words, a group is a collection of people who interact with one
another; accept rights and obligations as members and who share a common
identity.
DEFINITION OF GROUP DYNAMICS:-
According to Keith Davis – “The
social process by which people interact face to face in small groups is called
group dynamics.” It is concerned with the interaction of individuals in a face
to face relationship. It focuses on team work, wherein small groups are
constantly in contact with each other and share their ideas to accomplish the
given tasks.
In other words “Group-dynamics
is concerned with the formation and structure of groups and the way they affect
individual members, other groups and the organisation.”
CHARACTERISTICS OF GROUP:-
Regardless
of the size or the purpose, every group has similar characteristics:
(a) 2 or more persons (if it is one
person, it is not a group)
(b) Formal social structure (the rules
of the game are defined)
(c) Common fate (they will swim
together)
(d) Common goals (the destiny is the
same and emotionally connected)
(e) Face-to-face interaction (they will talk
with each other)
(f) Interdependence (each one is
complimentary to the other)
(g) Self-definition as group members
(what one is who belongs to the group)
(h) Recognition by others (yes, you
belong to the group).
FORMATION/ STAGES OF GROUP DEVELOPMENT:-
Group Development is a dynamic process.
How do groups evolve? There is a process of five stages through which groups
pass through. The process includes the five stages: forming, storming, Norming,
performing, and adjourning.
Forming:
The first stage in the life of a group
is concerned with forming a group. This stage is characterized by members
seeking either a work assignment (in a formal group) or other benefit, like
status, affiliation, power, etc. (in an informal group). Members at this stage
either engage in busy type of activity or show apathy.
Storming:
The next stage in this group is marked
by the formation of dyads and triads. Members seek out familiar or similar
individuals and begin a deeper sharing of self. Continued attention to the
subgroup creates a differentiation in the group and tensions across the dyads /
triads may appear. Pairing is a common phenomenon. There will be conflict about
controlling the group.
Norming:
The third stage of group development is
marked by a more serious concern about task performance. The dyads/triads begin
to open up and seek out other members in the group. Efforts are made to
establish various norms for task performance.
Members begin to take greater
responsibility for their own group and relationship while the authority figure
becomes relaxed. Once this stage is complete, a clear picture will emerge about
hierarchy of leadership. The norming stage is over with the solidification of
the group structure and a sense of group identity and camaraderie.
Performing:
This is a stage of a fully functional
group where members see themselves as a group and get involved in the task.
Each person makes a contribution and the authority figure is also seen as a
part of the group. Group norms are followed and collective pressure is exerted
to ensure the Process of Group effectiveness of the group.
The group may redefine its goals
Development in the light of information from the outside environment and show
an autonomous will to pursue those goals. The long-term viability of the group
is established and nurtured.
Adjourning:
In the case of temporary groups, like
project team, task force, or any other such group, which have a limited task at
hand, also have a fifth stage, This is known as adjourning.
The group decides to disband. Some
members may feel happy over the performance, and some may be unhappy over the
stoppage of meeting with group members. Adjourning may also be referred to as
mourning, i.e. mourning the adjournment of the group.
TYPES OF GROUP:-
One way to classify the groups is by way
of formality – formal and informal. While formal groups are established by an
organization to achieve its goals, informal groups merge spontaneously. Formal
groups may take the form of command groups, task groups, and functional groups.
FORMAL GROUP
1. Command Groups:
Command groups are specified by the
organizational chart and often consist of a supervisor and the subordinates
that report to that supervisor. An example of a command group is a market
research firm CEO and the research associates under him.
2. Task Groups:
Task groups consist of people who work
together to achieve a common task. Members are brought together to accomplish a
narrow range of goals within a specified time period. Task groups are also commonly
referred to as task forces. The organization appoints members and assigns the
goals and tasks to be accomplished.
Examples of assigned tasks are the
development of a new product, the improvement of a production process, or
designing the syllabus under semester system.
Other common task groups are ad hoc
committees, project groups, and standing committees. Ad hoc committees are
temporary groups created to resolve a specific complaint or develop a process
are normally disbanded after the group completes the assigned task.
3. Functional Groups:
A functional group is created by the
organization to accomplish specific goals within an unspecified time frame.
Functional groups remain in existence after achievement of current goals and
objectives. Examples of functional groups would be a marketing department, a
customer service department, or an accounting department.
In contrast to formal groups, informal
groups are formed naturally and in response to the common interests and shared
values of individuals. They are created for purposes other than the
accomplishment of organizational goals and do not have a specified time frame.
Informal groups are not appointed by the organization and members can invite
others to join from time to time.
Informal groups can have a strong
influence in organizations that can either be positive or negative. For
example, employees who form an informal group can either discuss how to improve
a production process or how to create shortcuts that jeopardize quality.
Informal groups can take the form of interest groups, friendship groups, or
reference groups.
INFORMAL GROUP
1.
Interest Group:
Interest groups usually continue over
time and may last longer than general informal groups. Members of interest
groups may not be part of the same organizational department but they are bound
together by some other common interest.
The goals and objectives of group
interests are specific to each group and may not be related to organizational
goals and objectives. An example of an interest group would be students who
come together to form a study group for a specific class.
2.
Friendship Groups:
Friendship groups are formed by members
who enjoy similar social activities, political beliefs, religious values, or
other common bonds. Members enjoy each other’s company and often meet after
work to participate in these activities. For example, a group of employees who
form a friendship group may have a yoga group, a Rajasthani association in
Delhi, or a kitty party lunch once a month.
3.
Reference Groups:
A reference group is a type of group
that people use to evaluate themselves. The main objectives of reference groups
are to seek social validation and social comparison. Social validation allows
individuals to justify their attitudes and values while social comparison helps
individuals evaluate their own actions by comparing themselves to others.
Reference groups have a strong influence on members’ behavior. Such groups are
formed voluntarily. Family, friends, and religious affiliations are strong
reference groups for most individuals.
CHARACTERISTICS OF GROUP DYNAMICS:-
(i) Group dynamics describes
how a group should be organised and operated. This includes pattern of
leadership and cooperation.
(ii) Group dynamics consists of
a set of techniques such as role playing, brainstorming, group therapy,
sensitivity training etc.
(iii) Group dynamics deals with
internal nature of groups, their formation, structure and process, and the way
they affect individual members, other groups and the organisation as a whole.
(iv) Group dynamics refers to
changes which take place within groups and is concerned with the interaction
and forces obtained between group members in a social setting.
FACTORS AFFECTING GROUP BEHAVIOUR:-
The success or failure of a group depends
upon so many factors. Group member resources, structure (group size, group
roles, group norms, and group cohesiveness), group processes (the
communication, group decision making processes, power dynamics, conflicting
interactions, etc.) and group tasks (complexity and interdependence).
1. Group Member Resources:-
The members’ knowledge, abilities,
skills; and personality characteristics (sociability, self- reliance, and
independence) are the resources the group members bring in with them. The
success depends upon these resources as useful to the task.
2. Group Structure:-
Group
Size:-
Group size can vary from 2 people to a
very large number of people. Small groups of two to ten are thought to be more
effective because each member has ample opportunity to take part and engage
actively in the group. Large groups may waste time by deciding on processes and
trying to decide who should participate next.
Evidence supports the notion that as the
size of the group increases, satisfaction increases up to a certain point.
Increasing the size of a group beyond 10-12 members’ results in decreased
satisfaction. It is increasingly difficult for members of large groups to
identify with one another and experience cohesion.
Group
Roles:-
In formal groups, roles are always
predetermined and assigned to members. Each role shall have specific
responsibilities and duties. There are, however, emergent roles that develop
naturally to meet the needs of the groups.
These emergent roles will often
substitute the assigned roles as individuals begin to express themselves and
become more assertive. Group roles can then be classified into work roles,
maintenance roles, and blocking roles.
Work roles are task-oriented activities
that involve accomplishing the group’s goals. They involve a variety of
specific roles such as initiator, informer, clarifier, summarizer, and reality
tester.
Maintenance roles are social-emotional
activities that help members maintain their involvement in the group and raise
their personal commitment to the group. The maintenance roles are harmonizer,
gatekeeper, consensus tester, encourager, and compromiser.
Blocking roles are activities that
disrupt the group. Blockers will stubbornly resist the group’s ideas, disagree
with group members for personal reasons, and will have hidden agendas. They may
take the form of dominating discussions, verbally attacking other group
members, and distracting the group with trivial information or unnecessary
humour.
Often times the blocking behaviour may
not be intended as negative. Sometimes a member may share a joke in order to
break the tension, or may question a decision in order to force group members
to rethink the issue. The blocking roles are aggressor, blocker, dominator,
comedian, and avoidance behavior.
Role conflicts arise when there is
ambiguity (confusion about delegation and no specific job descriptions) between
the sent role and the received role which leads to frustration and
dissatisfaction, ultimately leading to turnover; inconsistency between the
perceived role and role behaviour (conflict between work roles and family
roles); and conflicting demands from different sources while performing the
task.
Group
Norms:-
Norms define the acceptable standard or
boundaries of acceptable and unacceptable behaviour, shared by group members.
They are typically created in order to facilitate group survival, make
behaviour more predictable, avoid embarrassing situations, and express the
values of the group.
Each group will create its own norms
that might determine from the work performance to dress to making comments in a
meeting. Groups exert pressure on members to force them to conform to the
group’s standards and at times not to perform at higher levels. The norms often
reflect the level of commitment, motivation, and performance of the group.
The majority of the group must agree
that the norms are appropriate in order for the behaviour to be accepted. There
must also be a shared understanding that the group supports the norms. It
should be noted, however, that members might violate group norms from time to
time.
If the majority of members do not adhere
to the norms, then they will eventually change and will no longer serve as a
standard for evaluating behaviour. Group members who do not conform to the
norms will be punished by being excluded, ignored, or asked to leave the group.
Group Processes:-
Decision-making by a group is superior,
because group generates more information and knowledge, generates diverse
alternatives, increases acceptance of a solution, and increases legitimacy.
Decisions take longer time, minority is
dominated, pressure is applied to conform to group decisions, and none is
responsible for the decisions.
Group
Cohesiveness:-
Cohesiveness refers to the bonding of
group members or unity, feelings of attraction for each other and desire to
remain part of the group. Many factors influence the amount of group cohesiveness
– agreement on group goals, frequency of interaction, personal attractiveness,
inter-group competition, favorable evaluation, etc.
The more difficult it is to obtain group
membership the more cohesive the group will be. Groups also tend to become
cohesive when they are in intense competition with other groups or face a
serious external threat to survival. Smaller groups and those who spend
considerable time together also tend to be more cohesive.
Cohesiveness in work groups has many
positive effects, including worker satisfaction, low turnover and absenteeism,
and higher productivity. However, highly cohesive groups may be detrimental to
organizational performance if their goals are misaligned with organizational
goals.
Highly cohesive groups may also be more
vulnerable to groupthink. Groupthink occurs when members of a group exert
pressure on each other to come to a consensus in decision making. Group think
results in careless judgments, unrealistic appraisals of alternative courses of
action, and a lack of reality testing.
Evidence suggests that groups typically
outperform individuals when the tasks involved require a variety of skills,
experience, and decision making.
Groups are often more flexible and can
quickly assemble, achieve goals, and disband or move on to another set of
objectives.
Many organizations have found that
groups have many motivational aspects as well. Group members are more likely to
participate in decision-making and problem-solving activities leading to
empowerment and increased productivity. Groups complete most of the work in an
organization; thus, the effectiveness of the organization is limited by the
effectiveness of its groups.
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