Group Behavior and Group

Dynamics
Unit- 5

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 Group Dynamics
• Group Dynamics= Group + Dynamics
• Group- a collectivity of two or more persons
• Dynamics-( derived from a Greek word meaning
force)
• GD refers to the interaction of forces between
group members in a social situation.
• “ The social process by which people interact face
to face in small groups is called group dynamics.”

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 Concept of Group
• Different people tend to define group differently. Shaw has
summarized various definitions of groups into four categories.
• First group is defined as consisting of individuals who perceive the
existence of a group and their membership in it.
• Second group is defined on the basis of a common motivation or
goal.
• Third, this class of definitions looks to the structure of the group—
the relationships and ties among group members which bind them
together into a group.
• Fourth, this definition perceives the central element of a group to
be interacting among its members.

• Shaw defines group as 'two or more persons who are interacting

with one another in such a manner that each person influences and
is influenced by each other1
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 Key Features of the Group
1. Two or More Persons. To form a group, there should be at least two persons
because a single individual cannot interact. However, there cannot be any
specific limit on the maximum number of persons in a group but the size of
the group will be determined by rules and regulations of the organization in
this context, or meaningful interaction among the members in the case of
informal groups.

2. Collective Identity. Members of the group must be aware about their

membership of the group. Each member of the group must believe that he is
a member of, is a participant in, some specific group.

3. Interaction. Members of the group interact among themselves. Interaction

means that each member shares his ideas with others through
communication and this communication can take place face to face, in
writing, over the telephone, across a computer network, or in any other
manner which allows communication among group members.
4. Shared Goal Interest. Members of the group should subscribe to the
attainment of some common objectives. However, it is not necessary that
each member subscribes to or agrees with all the objectives of the group. If a
group has a variety of objectives or interests, each member of the group
must share at least one of the group's concerns. The shared goal interest 4
binds the group members together.
 Group Classification
• Group- Two or
more Group

individuals,
interacting and Formal Informal

interdependent,
who have come Command Gp. Task Gp. Interest Gp. Friendship Gp.

together to
achieve
particular
objectives.

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 Group Classification
• Formal Group-A designated work group defined by the
organization's structure. In formal groups, the behaviors
that one should engage in are stipulated by and direct
toward organizational goals. Eg.- The six members
making up an airline flight crew is an example of a formal
group. In contrast
• Informal group A group that is neither formally
structured nor organizationally determined; appears in
response to the need for social contact. Three employees
from different departments who regularly eat lunch
together are an example of an informal group.

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 Formal Groups
• A command group is determined by the organization chart. It
is composed of the individuals who report directly to a given
manager. An elementary sell principal and her 18 teachers form
a command group.
• Task groups, also organizationally determined, represent those
working together to complete a job task. However, a task
group's boundaries are not limited to its immediate hierarchical
superior. It can cross command relations.
• For eg., if a college student is accused of a campus crime, it
may require communication and coordination among the dean
of academic affairs, the| dean of students, the registrar, the
director of security, and the student's advisor.

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 Informal Groups
• Interest group Those working together to attain a
specific objective with which each is concerned.
Employees who band together to have their vacation
schedules altered, to support a peer who has been fired,
or to seek improved working conditions represent the
formation of a united body to further their common
interest.
• Friendship group Those brought together because
they share one or more common characteristics. .
Social alliances, which frequently extend outside the
work situation, can be based on similar age or ethnic
heritage, interest for outdoor games, or the holding of
similar political views etc...
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 Stages of Group Development

Stage 5
Stage 4 Adjourning
Stage 1 Stage 2 Stage 3 Performing
Forming Storming Norming

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 Five-stage group-development model
Groups go through five distinct stages:
• Forming, Storming, Norming, Performing,
and Adjourning
• Forming Stage The first stage in group development
is characterized by much uncertainty.
• Storming stage The second stage in group
development, characterized by intra-group conflict.
• Norming stage The third stags in group
development, characterized by close relationships and
cohesiveness

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 Five-stage group-development model

• Performing stage The fourth stage in

group development, when the group is
• Adjourning stage The final stage in group
development for temporary groups,
characterized by concern with wrapping up
activities rather than task performance.

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 Group Conflict
• Group exist in every organization and they
affect the behavior of their members. They
not only affect the behavior of their
members, rather, they have impact on other
group and the organization as a whole. In
this interaction process, there may be two
types of conflict:-
• Intragroup Conflict (within the group
itself)
• Intergroup Conflict (between groups).
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 Intragroup Conflict
• Intragroup conflict may arise in three situations: (i) when
group faces a novel problem of task; (it) where new values
are imported from the social environment into the group; and
(iii) where a person's extra group role comes into conflict
with his intragroup role.

• Intragroup conflict is visualized more when people come

from different socio-economic backgrounds and have
different political & religious views. The disagreement may
be over ethics, the way power exercised, or moral
considerations of assumptions, justice, fairness and so on are
interpreted. Such differences may affect the choice of either
goals or methods of ac goals.

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 Intergroup Conflict
Intergroup conflict arises out of the interaction of
various groups. There are many factors in the
organization which determine the inter-group
relationships. The can influence relations between two
or more groups. If these factors are not positive they
tend to create conflict among groups. These factors are-
• Goal Incompatibility
• Resource Sharing
• Task Relations
• Uncertainty Absorption, and Attitudinal set.

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 Intergroup Conflict
Goal Incompatibility-
The goals of two groups can have a powerful impact on
their relationship. The ideal state exists when each
group perceive its goals as the goals of the
organization as a whole and the goals of other
groups as compatible with one another and
mutually reinforcing.

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 Intergroup Conflict

Goal Incompatibility-
Goal incompatibility means that goal
attainment by one group may prevent or
reduce the level of goal attainment by one
or more other groups. Eg.-
• The conflict between marketing and
production departments in business
organization.
• Labour-Management conflict also arises
because of incompatibility of goals. 16
 Intergroup Conflict
Resource Sharing –
The relations between two groups can be affected by the degree to
which the two groups draw from a common pool of resources, and
the degree to which this common pool of resources is adequate to
meet the demands of both the group. Thus, conflict of this nature
arises because of the discrepancy between aggregated demand and
available resources. Each party to the conflict has an interest to get
total resources as large as possible.

The conflicts between management and labour union are quite

common in all types of organizations. Such conflicts take place
on the quantum of wages, amenities, working conditions, and
other related matters.

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 Intergroup Conflict
Task Relationship
Collaboration occurs when two groups share joint
responsibility for certain tasks. A dependent task
relationship exists between two groups if one group is
dependent upon the former for recourses. A dependent
task relationship may result in one group having the
ability to dictate or unilaterally determine the outcome
of their interaction. The conflicts arise in these
relations if a group exceeds its authority.
For example, if staff departments influence in the
decision-making process well in excess of the advisory
roles assigned to them, the conditions for conflict exist.

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 Intergroup Conflict
Absorption of Uncertainty –
• Since organizations are open systems, they and their elements — various
groups — face uncertainty. Uncertainty is the gap between what is known
and what needs to be known to make correct decisions. In order to manage
uncertainty, organizations assign certain groups or individuals to deal with it.
Thus a group may absorb uncertainty of other groups. The group may make
decisions: set premises for decision-making for other groups, thereby
avoiding the uncertain
• For example, the accounting department may prescribe the
rules for traveling expenses: to be incurred by the marketing
department. Thus, the marketing department may be
relieved of the uncertainty of how the money should be spent
on traveling, The conditions for conflicts exist if uncertainty
absorption by one group is not in accordant with the
expectations of other groups. For example, if marketing
department finds the rules framed by the accounting
department inadequate or inefficient, the condition! conflict
exists. 19
 Intergroup Conflict
Attitudinal Sets-
The sets of the attitudes that members of various groups hold
towards each other can be cause and a consequence of the
nature of their relations If the group relations begin with the
attitudes of distrust, competitiveness, seen and closed
communications, there is a possibility of various factors of
group relationship being emphasized in a negative way,
consequently leading to conflicts.

The alternative case, the group relationship may be co-

operative characterized by mutual trust and respect, greater
acceptance of responsibility for mutual problems, greater
consideration for others' points of view, greater willingness
to avoid blaming each other, more open communication, and
so on.
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 Group Decision Making
• Specific Objectives
• Identification of Problems
• Search for Alternatives
• Evaluation of Alternatives
• Choice of Alternative
• Action
• Feedback

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22
 Group Decision Making
• Specific Objectives-
The starting point in any analysis of decision making
involves the determination of whether a decision need to
be made.
• Problem Identification –
Since a particular decision is made in the context of
certain given objectives, identification of problem is the
real beginning of decision-making process. A problem is
a felt need, a question thrown forward for solution. It is
the gap between present and desired state of affairs on
the subject-matter of decision. It is just like the diagnosis
of patient by the doctor
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 Problem Identification
• Problem Identification – Methods ; Diagnosis & Analysis
(i) Diagnosis, The term diagnosis has come from Medical Science
where it is used as the process of identifying a disease from its
sign and symptoms. A symptom is a condition or set of conditions
that indicates the existence of a problem. For example, if an
organization has high turnover of its employees, it indicates that
something is wrong with the organization. The symptom of high
turnover may provide the clue to the real problem and managers
can overcome the problem by taking appropriate action (decision
making involves in taking action). Often managers fail to diagnose
the problem correctly and sometimes they treat symptom as
problem. Therefore, they should do this exercise very carefully.
Diagnosing the real problem implies knowing the gap between
what is and what ought to be, identifying the reasons for the gap,
and understanding the problem in relation to higher objectives of
the organization
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 Problem Identification
(ii) Analysis-While the diagnosis of problem gives the
understanding of what should be done In terms of
decision making, analysis of problem takes it a step
further. The analysis of the problem requires to find
out who would make decision, what information
would be needed, and from where the information is
available. This analysis provide managers with
revealing circumstances that help them to gain an
insight into the problem.

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 Search for Alternatives
A thorough diagnosis defines both a specific problem and the
situation in which the problem exists. With this definition in
mind, a decision , maker seeks possible solutions. A problem
can be solved in several ways, however, all the ways, cannot
be equally satisfying. Further, if there is only one way of
solving a problem, no question of decision arises. Therefore,
the decision maker must try to find out the various
alternatives available in order to get the most satisfactory
result ,of a decision.

Adecision maker can use several sources for identifying

alternatives: his own past experience, practices followed by
others, and using creative techniques
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 Evaluation of Alternatives
• After the various alternatives are identified, the next step is to
evaluate them and select the one that will meet the choice criteria.
However, all alternatives available for decision making will not be
taken for detailed evaluation because of the obvious limitations of
managers in evaluating all alternatives. The decision maker
develops a list of limits that must be met by a satisfactory solution.
He may treat these limits as constraints, that is, he may check
proposed alternatives against limits, and if an alternative does not
meet them, he can discard it. Evaluation of various alternatives
dissects an alternative into various tangible and intangible factors.
Tangible factors are those which can be quantified because they are
quite obvious like the cost per unit, investment required, output to
be received, etc. Such factors can be measured easily, though their
happening may not be measured with certainty; for example-
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 Evaluation of Alternatives
• Demand projection at a given price in a particular
alternative. As against these,, intangible factors
are mostly qualitative and cannot be measured in
terms of quantity.
• For example, in a plant location, various non-
economic factors like psychological problem
arising out of displacement of persons from the
plant site, ecological balance, etc., have to be
taken into account which cannot be quantified. In
evaluating an alternative, both these factors have
to be taken into account
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 Choice of Alternative
• The evaluation of various alternatives presents a
clear picture as to how each one of them
contributes to the objectives under question, A
comparison is made among the likely outcomes of
various alternatives and the best one is chosen.
Choice aspect of decision making is related to
deciding the most acceptable alternative which fits
with the organizational objectives.
(i) Experience. Managers can choose an alternative
based on their past experience if they have solved
similar problem earlier.

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 Choice of Alternative
(ii) Experimentation- Experimentation
which is generally used in scientific enquiry
involves that a particular alternative is put
in practice, result is observed, and the
alternative giving the best result is selected.
For example, many organizations go for test
marketing of their products before the
products are really introduced in the market

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 Choice of Alternative
iii) Research and Analysis-
Research and Analysis is the most certain method of selecting an
alternative, specially when major decisions are involved. This
approach entails solving a problem first by comprehending it. This
involves a search for relationships between the more critical
variables, constraints, and planning premises that bear the
objectives sought. In the second stage, the alternative is broken
into various components. Their individual impact on objective is
evaluated and the impact of all factors of an alternative is
combined to find out the total impact of the particular alternative.
The one having the most positive impact is chosen. Since this
requires . making lot of calculations, often the help of computer is
taken. In fact, various computer-based models have been
developed to make the choice of an alternative easier.'
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 Action
• Once the creative and analytical aspects of decision
making through which an alternative has been
chosen are over, the managerial priority is one of
converting the decision into something operationally
effective. This is the action aspect of decision
making. The basic difference between decision
making as an analytical process and action is that the
former requires the use of conceptual skills since it
translates the abstract ideas into reality.

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 Results
• When the decision is put into action, it brings
certain results. These results must correspond with
objectives, the starting point of decision process, if
good decision has been made and implemented
properly. Thus results provide indication whether
decision making and its implementation is proper.
Therefore, managers should take up a follow-up
action in the light of feedback received from the
results

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 Group Decision Making
Techniques
• Brainstorming
• Nominal Technique
• Delphi Technique

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 Brainstorming
It is a technique to stimulate idea generation for decision-
making. It is a conference technique by which a group attempts
to find a solution for a specific problem by amassing all the
ideas spontaneously contributed by its members .For this group
should have 10 to 15 persons.

Brainstorming is useful for all types of decisions, it is more

useful for simple, well-defined problems. It encourages
enthusiasm and a competitive spirit among members in
generating ideas; it also prevents group members from feeling
hopeless regarding the range of possibilities in a given situation.
Though brainstorming can result in many shallow and useless
ideas, it can spur members to offer new ideas as well

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 Brainstorming- Process
1. The problem on which decision is required is given to the group.
Problem i stated clearly and precisely so that members of the group
can focus their direct attention on it.

2 Each member is asked to give ideas through which the problem can
be solved. Here the emphasis is on quantity of ideas and quality may
follow later. The brainstorming session is meant to be a free, frank,
and relaxed one to general maximum number of ideas irrespective of
qualities. Factors inhibiting the idea generation are pushed back. The
basic theme behind idea generation that though a big chunk of ideas
collected during the session may not I worth while, yet a small
percentage of it may provide sufficient useful list to work upon.

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 Brainstorming- Process
3. The members are expected to put their ideas for
problem solution without taking into
consideration any limitations—financial,
procedural, legs organizational or otherwise. Such
limitations only act as deterrent to fn flow of ideas
because the participants will limit themselves in
these limitation.
4. Idea-evaluation is deferred to a later stage because
it does not flow in the direction of idea generation.

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 Nominal Group Technique
Nominal group technique (NOT) is a structured group meeting which
restricts verbal communication among members during the decision-
making process. It is meant to resolve differences in group opinion by
having individuals generate and then rank a series of ideas in the
problem exploration, alternative generation, or choice-making states of
group decision-making. The process -
1. The group leader outlines the problem requiring decision.
2. Each member writes down his ideas silently and independently and
presents his best single idea on the problem.
3. When all the members write their ideas, these are presented for discussion
and evaluation before the group members.
4. The members are asked to rank the various ideas for decision-making and
the decision is arrived at on the basis of this ranking. If the group does
not reach agreement, it repeats the ranking and voting procedure until the
group reaches some agreement and makes a decision.

This technique encourages creativity, prevents strong personality types

from dominating the group, encourages continued exploration of the
issues, provides a forum for the expression of the minority viewpoints,
and gives individuals some time to think about the issues before offering
solutions^
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 Delphi Technique
• The name Delphi indicates a shrine at which the ancient Greeks used to pray
for information about the future. In Delphi technique of decision-making
members do not have face- to -face interaction for group decision. The
decision is arrived at through written communication in the form of filling
up questionnaires often through mails. In the conventional Delphi, a small
group designs a questionnaire which is completed by a larger respondent
group. The results are then tabulated and used in developing a revised
questionnaire which is completed by the larger group. The results of the
original polling are fed back to the respondent group to use in subsequent
responses. This procedure is repeated until the issues are narrowed,
responses are focused, or consensus is reached.
• Delphi technique is quite useful where the problem does not lend itself to
precise analytical techniques but can benefit from subjective judgments on a
collective basis and members who may be experts in the area of the problem
may not be able to have face-to-face interaction. For example, what will be
the trend of fashion in next year, the decision can be arrived at through
Delphi technique.

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Team Effectiveness

40
 Difference b/w Work Group & Team
• A work group is a group that interacts primarily to share
information and to make decisions to help each member perform
within his or her area of responsibility.
• Work groups have no need or opportunity to engage in
collective work that requires joint effort. So their performance is
merely the summation of each group member's individual
contribution. There is no positive synergy that would create an
overall level of performance that is greater than the sum of the
inputs.

• A work team generates positive synergy through coordinated

effort. Their individual efforts results in a level of performance
that is greater than the sum of those individual inputs
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 Difference b/w Work Group & Team
Work Group Team

Share Information
Neutral

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 High Performance
Team…and Teamwork
 A team is a small group of people with
complementary skills, who work actively together
to achieve a common purpose for which they hold
themselves collectively accountable.
 Teams are one of the major forces behind
revolutionary changes in contemporary
organizations.

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 High Performance
Team…and Teamwork
 Types of teams.
– Teams that recommend things.
• Established to study specific problems and
recommend solutions to them.
– Teams that run things.
• Have formal responsibility for leading other groups.
– Teams that make or do things.
• Functional groups that perform ongoing tasks.

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 High Performance
Team…and Teamwork
 The nature of teamwork.
– Team members actively work together in such a
way that all of their respective skills are utilized
to achieve a common purpose.
– Teamwork is the central foundation of any high
performance team.

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 High Performance
Team…and Teamwork
 Characteristics of high performance teams.

– High performance teams:

• Have strong core values
• Turn a general sense of purpose into specific
performance objectives
• Have the right mix of skills
• Possess creativity

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 High Performance
Team…and Teamwork
 Diversity and team performance.
– To create and maintain high performance teams,
the elements of group effectiveness must be
addressed and successfully managed.
– Diverse teams:
• Improve problem solving and increase creativity
• May struggle in the short term.
• Have strong long-term performance potential

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 What is team building?

 Team members and leaders must work hard to

achieve teamwork.
 Team building helps in achieving teamwork.
 Team building.
– A sequence of planned activities designed to gather
and analyze data on the functioning of a group and
to initiate changes designed to improve teamwork
and increase group effectiveness.

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 What is team building?

 How team building works.

– Five step process.
• Problem or opportunity in team effectiveness.
• Data gathering and analysis.
• Planning for team improvements.
• Actions to improve team functioning.
• Evaluation of results.

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 Types of Teams

Problem Solving Self-managed Cross-functional Virtual

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 Problem Solving Teams
• Groups of 5-12 employees from the sane
department who meet for a few hours each
week to discuss ways of improving quality,
efficiency, and the work environment.

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 Self-Managed Teams

• Groups of 10 to 15 people take on

responsibilities of their former supervisors.
• The condition in which team has been
formed, the type of tasks team undertakes
and the reward structure all this affects the
team performance.

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 Cross-Functional Teams

• Employees from about the same

hierarchical level, but from different work
areas, who come together to accomplish a
task.

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 Virtual Teams
• Virtual teams use computer technology to
tie together physically dispersed members
in order to achieve a common goal. Eg.-
Video-Conferencing

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Team Effectiveness

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Context
• Adequate resources
• Leadership and structure
•Climate of trust!
• Performance evaluation and reward
systems

Composition
•Abilities of members
•Personality
• Allocating roles
• Diversity
Team
• Size of teams
•Member flexibility Effectiveness
•Member preference

Work Design
•Autonomy
•Skill Variety
•Task Identity
•Task Significance

Process
•Common Purpose
•Specific Goals
•Team efficacy
•Conflict Levels 56
•Social loafing
 How do teams contribute to the high
performance workplace?
 Problem-solving teams.
– Employee involvements teams include a wide
variety of teams whose members meet regularly
to collectively examine important workplace
issues.
– Quality circle.
• A special type of employee involvement team.
• Team meets periodically to address problems
relating to quality, productivity, or cost.

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 How do teams contribute to the high
performance workplace?
 Cross-functional teams.
– Consist of members representing different
functional departments or work units.
– Used to overcome functional silos problem.
– Used to solve problems with a positive
combination of functional expertise and
integrative systems thinking.

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 How do teams contribute to the high
performance workplace?
 Virtual teams.
– Members meet at least part of the time
electronically and with computer support.
– Groupware facilitates virtual meetings and
group decision making.

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 How do teams contribute to the high
performance workplace?
 Key advantages of virtual teams.
– Brings cost effectiveness and speed to
teamwork.
– Brings computer power to information
processing and decision making.
 Key disadvantage of virtual teams.
– Direct personal contact among members
suffers.
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 How do teams contribute to the high
performance workplace?
 Self-managing teams.
– Small groups are empowered to make the decisions
needed to manage themselves on a daily basis.
– Teams make decisions on:
• Scheduling work.
• Allocating tasks.
• Training in job skills.
• Evaluating performance.
• Selecting new team members.
• Controlling quality of work.

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 How do teams contribute to the high
performance workplace?
 How self-managing teams work.
– Are permanent and formal elements of the
organizational structure.
– Team members assume duties otherwise
performed by the manager or first-line
supervisor.
– The team should include between 5 and 15
members.
– Members rely on multiskilling.

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 How do teams contribute to the high
performance workplace?
 Benefits of self-managing teams.
– Productivity and quality improvements.
– Production flexibility.
– Faster response to technological change.
– Reduced absenteeism and turnover.
– Improved work attitudes.
– Improved quality of work life.

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 How do teams contribute to the high
performance workplace?
 Operational difficulties for self-managing
teams.
– Impact on supervisors and others accustomed to
a more traditional way of working.
– Self-managing teams are not appropriate for all
organizations.

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Key Roles of Team

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66
The End

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