Group dynamics is the study of groups and group processes. Key aspects of group dynamics include: - Groups form through regular interaction over time where members see themselves as a distinct entity working towards common goals. - Group processes involve understanding how groups function to solve problems or make decisions. An expert can help groups improve their functioning. - Cohesiveness occurs when members strongly agree on common values, beliefs, and objectives and how to achieve group aims. - Groups progress through forming, storming, norming, performing, and adjourning stages as defined by Tuckman's model of group development. - Important group processes include roles and expectations, norms, conformity, and status within the group

1. GROUP DYNAMICS
Group : A collection of two or more people who meet regularly and
influence one another over a period of time , perceive themselves as a
distinct entity distinguishable from others, share common value and
strive for common objectives.
Group dynamics is the study of groups, and also a general term for
group processes.
 In group dynamics, the phrase "group process" refers to the
understanding of the behavior of people in groups, such as task groups,
that are trying to solve a problem or make a decision.
 An individual with expertise in group process, such as a
trained facilitator, can assist a group in accomplishing its objective by
diagnosing how well the group is functioning as a problem solving or
decision making entity and intervening to alter the group operational
behavior.

2.  Group Cohesiveness : When member of a group subscribe to common
values, beliefs and objectives and when there is a high level of agreement
between them on these matters and how best to achieve those adjectives
of the group , a state of cohesiveness is said to exist.
 According to Kurt Lewin , the founder of the movement to study group
scientifically the phrase "Group Dynamics" contains two words- (i) Group-
a social unit of two or more individuals who have in common a set of
believes and values, follow the same norms and works for an establish able
aim common. The members of the group share a set of common purpose,
task or goals. (ii) Dynamics- the flow of, coherent activities which as
envisaged or will lead the group towards the establishment of its set goal.

3. WHY JOIN A GROUP.
 People join groups for a variety of reasons. Some group members are motivated by task concerns and
others are motivated by interpersonal attraction to other group members. Read about the reasons
people join groups and then complete the interactive activity
Group Synergy : Group synergy1 refers to the idea that two heads (or more) are better than one. You
may have also heard the phrase, "The whole is greater than the sum of its parts," which also refers to
group synergy. Put simply, groups are often capable of producing higher quality work and better
decisions that can an individual working alone.
Support and Commitment : A group may be more willing to take on a large project than would an
individual. In addition to its increased ability to perform work, the group can provide encouragement
and support to its members while working on a big project.
Interpersonal Needs: Individuals often join a group to meet their interpersonal needs.
William Schutz2 has identified three such needs: Inclusion, Control, and Affection.
Inclusion is the need to establish identity with others.
Control is the need to exercise leadership and prove one's abilities. Groups provide outlets for this
need. Some individuals do not want to be a leader. For them, groups provide the necessary control
over aspects of their lives.
Affection is the need to develop relationships with people. Groups are an excellent way to make
friends and establish relationships.

4. TYPES OF GROUP
In most organization several different types of groups are present. The major
classification is in the form of formal and informal groups.
Formal Group : A formal group is established by management and is
expected to perform a well defined tasks to achieve organizational
objectives. At the organizational level formal group helps to accomplish
complex ,interdependent tasks and create new ideas. At the individual
level it helps to satisfy a persons need for affiliation , confirm his identity
and enhance self esteem. Formal groups are again classified in to two
types.
a. Task group : Temporary formal groups that are established to solve
specific issues.
Example of a task group will include a curriculum committee
constituted to look after specific disciplinary issues in an organization.
Such task groups compromises of people from different department who
possess complimentary skills in the area of expertise that are required. As
soon as the task is completed the member disintegrate or revert back to
their original groups.

5. TYPES OF GROUP
b. Command group : Permanent group in an organization dictated by
the structure of the organization. A typical command group
comprises of supervisors exercising his authority over a set of
subordinates.
INFORMAL GROUPS : Grows out of need for friendship, affiliation,
companionship and communication between people. The
membership of this group is not identified by the organization but it is
dependent upon the common values and interest shared by the
employees. A common example of informal groups are ‘tea or coffee
group’. Membership to groups are often found to be more powerful
than formal group.
a. Friendship groups : based on common characteristics such as age,
common value and college affiliation. They help to satisfy the
affiliation need of the members. Members have tremendous influence
on each other.

6. TYPES OF GROUP
b. Interest Group: These group comprises of individual who shares
mutual interest and group tries to achieve their objectives.
Ex- individual who comes to fight for a common cause such as alcohol or
smoking is an interest group.

7. STAGES OF GROUP DEVELOPMENT – TUCKMAN’S MODEL.
 A permanent group in its evaluation has to pass through five distinct stages.(
tuckman’s 1965). In a temporary group the fifth stage is also added. The phases
are ;
 a. Forming : The first stage in group formation is the inclusion of the
members in a group for a definite objective. The primary consideration is to
focus on the task in hand and the utilization of resources to complete it.
members tries to get to each other and build rapport. Most people are very
cautious of each other and seek for guidance. The search for power center or
leader also may begin at this stage .
 b.Storming : As member receive clarity about the techniques of doing the job ,
there may be disagreement about the process involved, the way resources are
being used and their own lack of skills and abilities to do the job. Among the
members themselves there may be personality clashes , ego hassles , friction in
interpersonal relationship and inability to accept leaders power, there by
creating a dissonance among the group members,.

8. STAGES OF GROUP DEVELOPMENT – TUCKMAN’S MODEL .
c. Norming : As the differences begins to resolve, members develops mutual
understanding and clarity with respect to the task in hand. There is an open
invitation to exchange feelings and ideas which results in the acceptance of
each others opinion. Cohesion also develops at the social level. Members
develops there own set of formal and informal norms. ( through consensus)
and try to abide by these norms.
d. Performing : As members develops norms for work and interpersonal
relationship. Solutions to the problem begins to emerge and constructive
attempts are made to complete the job. Members relate to each other while
performing the task with flexibility. Since interpersonal have been handled
well, the energy of the group gets channelized in a positive direction.
c.Adjourning : This stage is more apparent in temporary groups , where the
members have to abandon their membership in the group once the task has
been accomplished. It creates a lot of mixed feeling in terms of excitement of
being able to complete the task effectively and experience melancholy for
terminating the existence of membership in the group.

9. Stages of Group Development
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10. GROUP PROCESSES.
There are certain inherent processes existing within each group. After a group has
progressed through the stages of development, it is assumed that certain stable patterns
of relationships exists among all members. Some of the important dynamics of group
will be discussed un this section .
ROLES : All the world’s a stage and all the men and women merely players. Using the
same metaphor all group members are actors each playing a role. By this term , we mean
a set of expected behavior patterns attributed to someone occupying a given position in
a social unit.
a. Role Identity : Certain attitudes and actual behavior s are consistent with the role. And
they create role identity. Ex- When a union stewards were promoted to supervisor y
positions, it was found that their attitude changed from pre- union to pre-
management with in the few month of the promotion .
b. Role Perception : Our view of how we are suppose to act in a given situation is what is
known as role perception . Ex - We may form an impression of the work of doctors
from watching Grey’s Anatomy . Of course , the primary reason apprenticeship
programs exist in many professions is to allow the beginners to watch an expert and
learn to act as they are supposed to.

11. GROUP PROCESSES
 Role Expectations : Are defined as the way others believe you should act in a given
situation. In the work place , it will be helpful to look at the topic of role expectation
through the perspective of the psychological contract. Unwritten agreement that exist
between the employer and the employee . What management expect from the expects
from workers and vice – versa.
 Role Conflict : When an individual is confronted to divergent role expectation , the
result is role conflict. It exist when an individual finds that compliance with one role
requirement may it difficult to comply with others.
NORMS AND STATUS : Acceptable standard of behavior that are shared by the group
member. Norms tell the members what they aught and ought not to do under certain
circumstances. Probably the most common group norm is the performance norm .
Work groups typically provides cues to how hard they should work . Other types
include appearance norms and resource allocation norms ( distribution of resources
like pay and equipment ).
 Conformity : The adjustment of one’s behavior to align with the norms of the group.
 Deviant workplace behavior : Also known as antisocial behavior or workplace
incivility. These are the voluntary behavior that violates significant organizational norms
and in doing so, threatens the well being of the organization or its members.

12. GROUP PROCESSES
STATUS : A socially defined position or rank given to groups or groups members by others. Status is an
important factor in understanding human behavior because