When two or more people come together, a group is formed. Dynamics is derived from a Greek word that means force. Hence the literal meaning of group dynamics is the interaction of forces between members of a group in a social situation. In organizations, groups are a component of measuring organizational behavior.
Whether it is a small group or a large group in an organization, they affect and influence the development of an individual as well as the entire organization. Let us look at some of the definitions of a group and the classification of group dynamics.
Informal Groups According to Mayo and Lombard
Elton Mayo, an Australian psychologist, showed that people in an organization come together in informal groups that are aimed at job satisfaction and effectiveness. Informal Groups according to Mayo and Lombard, can be classified into the below-mentioned categories:
Natural Groups
There is no internal structure involved in such groups and are formed naturally.
Family Groups
In such a group, the regular members influence each other’s functioning.
Organized Groups
In this group, there are designated leaders, and they are highly structured. The leaders of the group maintain the unity and integrity of the group with their skills and intelligence.
Informal Groups According to Sayles
L.R.Sayles categorized groups based on the pressure that is prevalent in a group. The informal groups according to Sayles are:
Apathetic Groups
In an apathetic group, leaders do not pressurize other members of the group, and leadership is spread across. The low skilled workers who get low wages mostly form this group. These people are mostly discontent and lack unity and power.
Erratic Groups
If the members of a group are quick to get enraged and also quickly calm down, then such a group is called an erratic group. The semi-skilled workers of an organization form such groups as they need to communicate with each other as part of performing their job. There is considerable unity in this group, but with management, their behavior is erratic.
Strategic Groups
This group has skilled workers who perform technological tasks independently. They hold various key job positions and can have a suitable strategy to apply pressure to the management. Members of this group are usually productive, and there is a strong unity in this group.
Conservative Groups
This consists of highly skilled and influential individuals who can regulate the functioning of the organization. This group usually exists at the top level of the organization, and the members of this group are very self-confident.
Why Do People Form Groups?
People in an organization mostly join groups to satisfy mutual interests which can be related to any of the following factors:
Security
People feel safe and are more resistant to threats when part of a group. A group provides its members’ protection from a common enemy. When in a group, a person feels stronger and has fewer self-doubts.
Status
If someone is a part of a group that is deemed prestigious, it provides recognition and a certain status to that individual.
Affiliation
It fulfills social needs by having enjoyable regular interactions with those who share your interests. By relating with others in terms of feelings, thoughts, and behavior a group serves as a primary source for fulfilling the need for association with others.
Power and Goal Achievement
There is power in numbers and what cannot be accomplished by one person can be achieved as a group. A group has multiple skills, knowledge, and talents that can be pooled to achieve a common goal.
Characteristics of Groups Dynamics
Group dynamics is all about the attitudes and behavioral patterns within a group. It is concerned with how the groups are formed, their structure, and the processes they follow in their functioning. Group dynamics applies to groups of all types; both the informal and formal groups. The image below depicts the main characteristics of a group.
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Common Types of Groups
Groups are categorized based on purpose, process of formation, extent of structure in it, and size. Listed below are some of the most common groups:
Primary and Secondary Groups
A primary group is smaller in size and members of the group usually interact face-to-face. The main features of a primary group are:
Intimacy
Regular interaction
Cooperation
Small in size
A primary group impacts individual behavior heavily.
A secondary group is more formal in nature and remote. The members of this group might not be closely involved with each other and have very little interest in the problems or pleasures of other members of the group.
Membership Groups and Reference Groups
A membership group is the one to which a person either belongs or would qualify to be a member. Few examples are doctor’s associations, tennis clubs, etc. People need to get a membership card to become members of this type of group.
A reference group, also called a symbolic group, is the one to which an individual wants to belong to or identifies. There might not be a real association of an individual with a reference group. For example, those who love cricket might want to belong to a group of well-known cricketers.
Command and Task Groups
Command groups are given by the organizational chart where usually there is a supervisor and subordinates who report to that supervisor. An example of such a group is a production manager and the staff in his department.
Task groups are also determined by the organization and are formed when members of the group are working together on a common task. The task group can break the command hierarchy where members from various levels and departments join to complete a job in a specified period of time. Few examples where task groups are formed in an organization are the development of a new product, enhancing the production process, etc.
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FAQs on Group Dynamics: Classification and Insights
1. What is the definition of Group Dynamics in the context of management?
Group Dynamics refers to the study of the forces, interactions, and behaviours that occur within a group of people. In management, it focuses on understanding how groups form, what their structure is, and how they function to achieve common goals. Analysing these dynamics helps in improving team effectiveness and organisational performance.
2. What are the primary types of groups found in an organisation?
Organisational groups are primarily classified into two main categories:
- Formal Groups: These are officially created by the management to achieve specific organisational objectives. They include command groups (determined by the organisation chart) and task groups (formed to complete a particular task).
- Informal Groups: These groups emerge spontaneously from social interactions among employees. They are not formally structured by the management and are based on common interests or friendships. An example is an informal organization that forms within the formal structure.
3. What key elements shape the behaviour and performance of a group?
Several key elements collectively influence a group's behaviour and overall performance. These include:
- Roles: The set of expected behaviour patterns attributed to someone occupying a given position in the group.
- Norms: The acceptable standards of behaviour shared by the group's members.
- Status: A socially defined position or rank given to groups or group members by others.
- Size: The number of members in a group, which can affect interaction, decision-making speed, and individual satisfaction.
- Cohesiveness: The degree to which members are attracted to each other and motivated to stay in the group.
4. Can you explain the five stages of group development?
The most widely accepted model of group development is Tuckman's five-stage model. The stages are:
- Forming: The initial stage where members get to know each other and are uncertain about the group's purpose and structure.
- Storming: Characterised by intra-group conflict as members resist constraints and contest for roles and leadership.
- Norming: The stage where close relationships develop, and the group demonstrates cohesiveness and establishes common norms.
- Performing: The group is fully functional and focuses on accomplishing the task at hand.
- Adjourning: The final stage for temporary groups, where the focus is on wrapping up activities rather than task performance.
5. What is the difference between group norms and group roles?
While both govern behaviour, group norms and roles are distinct concepts. Group norms are the unwritten rules or shared expectations of behaviour that apply to all members of the group (e.g., being punctual for meetings). In contrast, group roles are specific to a person's position within the group and define a set of expected behaviours for that particular individual (e.g., the role of a leader, a note-taker, or a technical expert).
6. Why is the 'storming' stage often considered crucial for a group's long-term success?
The 'storming' stage, despite its conflicts, is vital because it allows group members to address disagreements, challenge ideas, and clarify their roles and expectations. Successfully navigating this stage builds resilience and trust. A group that suppresses or avoids conflict may suffer from 'groupthink' and unresolved tensions, which can hinder its performance and decision-making capabilities in the long run.
7. How can a manager positively influence a group's cohesiveness?
A manager can enhance group cohesiveness through several strategies. These include making the group smaller, encouraging agreement on group goals, increasing the time members spend together, raising the group's status, and stimulating competition with other groups. Additionally, providing rewards to the group rather than individuals can foster a strong sense of unity and shared purpose, which is essential for effective coordination.
8. Can you provide a real-world example of group dynamics in a business setting?
Consider a project team at a software company tasked with developing a new mobile application. Initially (Forming), team members are polite and introduce their skills. Soon, disagreements arise about the best programming language to use or the project timeline (Storming). After debates, they agree on a unified approach and workflow (Norming). The team then works efficiently, writing code and fixing bugs to meet deadlines (Performing). Once the app is launched, the team disbands (Adjourning), and members move to new projects. This entire lifecycle demonstrates group dynamics in action.
