2. DEFINITION
Group dynamics refers to a system of
behaviors and psychological processes
occurring within a social group (intra group
dynamics), or between social groups
(intergroup dynamics).
Term was coined by Kurt Lewin
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3. Group dynamics is puzzling – the
actions, processes, and changes that
occur within groups and between
groups.
Thus group dynamics is the influential
actions, process, and changes that
occur within and between groups over
time; also, the scientific study of those
process.
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4. What is a group:
Interpersonal attraction plays a
significant role;
It takes two people to form a group;
Groups connect people to one another
Connection is a socially meaningful one.
The larger the groups the larger the ties.
The equation is n(n-1)/2 were n is the
number of people in a group (10 ties in a
5 member group)
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Source: Bartol, K., Martin, D.,Tein, M. & Matthews, G. 2001,
Management: A Pacific Rim Focus , 3rd edn, McGraw-Hill,
Roseville , Australia.
TYPES OF GROUPS
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Tuckman’s Model of Group development
Independenc
e
Dependence
/ Inter
dependence
Return to
Independence
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Tuckman’s (1965) Model of Group development
Forming:
Identifying the group members and to figure out their role;
Interaction is superficial in their interaction with others;
Sharing starts after they feel comfortable this stage members
require considerable energy for their members for them to
converse share and reflect.
Stormimg:
Characterized by group goals , roles, norms and decision
making ; Search for leader happens; Conflict may also exist.
Norming
Stabilization of interpersonal relationship; Group norms are
developed to develop acceptable behavior; Support and
trust is solidified; Group is well organized hence
disagreements are healthy and mature.
8. Performing
Members relate with each other and hence the work gets
done.
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Adjourning stage
where the group separate ways; Celebrate and search for new
groups
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Fishers (1970) model of group
development includes:
Orientation
Conflict
Emergence
Reinforcement
10. David Johnson and Frank Johnson (2003) model of
group development:
1. Defining and structuring procedures;
2. Confronting to procedures and getting acquainted;
3. Recognizing mutuality an holding trust;
4. Rebelling and differentiating;
5. Committing to and taking ownership of goals,
procedures and to their members;
6. Functioning maturely and productively and
terminating
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11. Inter group dynamics
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Interaction
Organizational settings
Rules and procedures,
History and traditions and culture,
Goals and rewards
Decision making process
Bases of interaction
Location
Resources
Time and goal interdependence
Task uncertainty
Task interdependence
Group
characteristics
Individual personalities
and characteristics, group action
tendencies and dispositions,
group compositions,
Cohesiveness, size, norms and
roles.
Group
characteristics
Individual personalities and characteristics
Group action tendencies and dispositions
Group compositions
Cohesiveness, size, norms and roles
12. Organization as a system
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"A system is a whole made up of parts. Each part can affect
the way other parts work and the way all parts work together
will determine how well the system works. This is a
fundamental challenge to traditional management thinking.
Traditionally we have learned to manage an organization by
managing its separate pieces (sales, marketing, production,
logistics, service, etc.). Managing in this way always causes
sub-optimization; parts achieve their goals at the expense of
the whole. Only changing the system solves the problem."
(John Seddon, Vanguard...The Toyota System For
Service Organizations).
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Key points:
Organizations are systems.
Organizations are processing systems;
Organizations are adaptive systems;
Organization goals must be aligned with the reality of the organization's super-
system;
Primary processes must be aligned to meet customer expectations and
organizational goals;
Support processes must be aligned with primary process goals;
Functions, jobs, or roles must be aligned to perform the required tasks of the
processes;
The human performance system (HPS) components must be aligned –
individually, vertically, and horizontally;
Management must do the aligning
15. Systems Thinking
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Organizations must be understood and managed (systems thinking) as
systems in order to understand why an organization performs as it does,
rather than as we intended:
How do the many system conditions interact to create patterns of behavior,
of which events are merely instances of those patterns of behavior.
In order to understand events and their underlying patterns of behavior, we
need to understand how the patterns of behavior result from system
conditions, and this requires systems thinking.
Systems thinking emphasizes the interactions of system conditions to
produce organizational behavior, as opposed to analysis, which means
breaking things into their constituent parts.
For any improvement intervention to be successful it must take account of
inter-dependency; a change to one system condition is bound to be
influenced by, or have an influence upon, other system conditions.
16. REFERENCES:
Donelson R Forsyth, Group Dynamics, Wadsworth, Cengage learning, 2009
Timothy S O Connell , Brent Cuthebertson, Group dynamics in recreation
and leisure Human Kinetics,2008
Griffin and Moorhead, Organisation Behaviour, South –Western Publication,
USA 2008
http://www.psclipper.com/index.asp?pgid=103
Thank u…………..
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