• Explain the concept group dynamics • Discuss the following group dynamics:  Group Norms  Group Size  Group Cohesion  Group Leadership

2. OUTCOMES
• Explain the concept group
dynamics
• Discuss the following group
dynamics:
Group Norms
Group Size
Group Cohesion
Group Leadership

3. GROUP DYNAMICS DEFINED. PAGE 137
- The socio scientific study and
knowledge of the way in which
people behave towards each other
in the context of small groups.

4. THE IMPORTANCE OF THE SMALL GROUP ARE:
PAGE 137
- Groups are inevitable.
- Occurs everywhere, at all levels of the
population, among rich and poor. It occurs in
poorly developed or highly developed societies.
Most human activities take place within the
context of groups.

5. THE IMPORTANCE OF THE SMALL GROUP ARE:
PAGE 137
- Groups are powerful
- Their activities have an important influence on the
individual.
- A persons identity is formed by the groups he/she
belongs to.
- The position filled within the groups can influence
behaviour towards them.
- Influences self image and ideals.
- Membership to a group can be an advantage or
disadvantage.

6. THE IMPORTANCE OF THE SMALL GROUP ARE:
PAGE 137
- Groups have positive/negative results
- Groups have been responsible for
achievements and catastrophes.
- Examples????
- Group performance can be improved
- Research on productivity and
performance quality.

7. GROUP NORMS. PAGE 143
- Rules of behavior created by the members in order to
maintain and ensure consistent behavior
- To prevent chaos
- Serves as basis for anticipating and predicting the
behavior of other members
- Norms are ideas on what the members should do;
- What they ought to do;
- What they are expected to do under any given
circumstance
- Norms are formed during interaction with group members
and come into operation once the majority of group
members accepts them.

8. GROUP NORMS. PAGE 143
- Related to two aspects of the group process
- Determined by the group goal. Regulates members’
behaviour.
- If a group strives to survive and to be effective, the interaction
must be co ordinated. Guarantees survival and success of
the group.

9. GROUP NORMS. PAGE 143
- Formal Norms: Nursing Act
- Informal Norms: Additionally created by the individual groups

10. GROUP NORMS EXAMPLES:
- Regulates behavior

11. GROUP SIZE
- The number of members in a group plays an
important role in the way the group functions.
- The smaller group would seem to be more
accurate and quicker at solving lesser
problems, whereas abstract problems and
complex tasks are better dealt with by larger
groups.
- It is clear that a larger group will function more
efficiently than a smaller group when the aim is
to solve a wide range of complex tasks.

12. GROUP SIZE. PAGE 151
- Research shows that as a group grows in size :
- There is less talking time per individual in the group.
- Members have less time available to develop and
maintain relationships with each other.
- Those who talk more than others become more
visible and influential………..a leader emerges.
- Differences in the frequency of participation are
intensified.
- Leaders gain more control over the group and the
direction in which the group in moving

13. GROUP SIZE
-Sub-groups begin to emerge.
- The knowledge and potential abilities available to the
group increases.
- There is a greater opportunity to meet people.
- Members can retain a degree of anonymity.
- Though there is a rise in productivity, job satisfaction is
diminished, members of the group are absent more often
and more work-related disputes arise.
- More communication problems arise among the members
of the group.

14. GROUP SIZE
G R O U P S W I T H E V E N &
O D D N U M B E R S O F
M E M B E R S
- Even numbers of
members may
divide into 2
cliques of equal
size- differences
and conflicts are
not easily solved.
- Uneven numbers
where majority or
minority opinion or
decision is
possible-groups is
more inclined to
reach consensus
and to have open
discussion on
relevant issues.
D Y A D S ( 2 P E R S O N
G R O U P S ) & T R I A D S ( 3 -
P E R S O N G R O U P S )
- Dyads are less inclined
to disagree or convey
messages.
- No majority decision
can be enforced.
- More information is
exchanged
- Members make more
effort to convince each
other.
- Triad has advantage-in
event of a disagreement,
the 3rd member may
sway the balance and
force majority decision.

15. GROUP COHÉSION. PAGE 152
- Cohesion stresses the strength and
pattern of interpersonal attraction in the
context of the group.
- Sociologist agree that cohesion refers
to the degree to which members are
motivated to remain in the group

16. FOUR FACTORS TO DETERMINE COHESION
IN A GROUP. PAGE 152
1) The personalities of the group members.
2) The psychological or material factors that act
as incentive to continue group membership.
3) The expectation that certain positive ( or even
negative) consequences will result from
membership.
4) The cost of membership as opposed to the
rewards obtained, compared with other
activities which might involve a higher cost and
a lesser reward.

17. FACTORS PROMOTING GROUP COHESION
VAN STADEN PAGE 153
- Clarity of group aim.
- Status in the group.
- Group atmosphere.
- Group size.
- Group norms.
- Co-operation and competition.
- Similarities among members.

18. THE INFLUENCE OF COHESION ON THE GROUP.
- Research findings show that groups with
strong cohesion spend less time and
energy on maintaining the group and
consequently have more success in
achieving their group objectives. Goal
achievement.
Satisfaction of members.
Participation and loyalty.
Influence over members.
Group norms.
Effective support

19. GROUP LEADERSHIP
- Leadership is the most important role in the
group structure.
- Effective functioning depends on coordinated
group activities and achievement of group
objectives.
- Shaw (1981:319)defines the leader as “the group
member role) who exerts more positive
influence (leadership) over other group
members, or as the member who exerts more
positive influence over others than they exert
over him/her”

20. GROUP LEADERSHIP
- The nursing professional as a leader must
exhibit a strong influence over the members of
her nursing team.
- This influence must be exercised in a positive
manner so as not to alienate or intimidate her
team members into a state of “subservient”
behavior

21. THE EMERGENCE OF LEADERS
Situational View
- Situational leadership theory proposes that effective leadership
requires a rational understanding of the situation and an appropriate
response, rather than a charismatic leader with a large group of
dedicated followers (Graeff, 1997; Grint, 2011).
- Situational leadership in general and Situational Leadership Theory
(SLT) in particular evolved from a task-oriented versus people-oriented
leadership continuum (Bass, 2008; Conger, 2010; Graeff, 1997; Lorsch,
2010).
- The leader focuses on the required tasks or focuses on their relations
with their followers.
- Originally developed by Hershey and Blanchard (1969; 1979; 1996), SLT
described leadership style, and stressed the need to relate the leader’s
style to the maturity level of the followers.
- Task-oriented leaders define the roles for followers, give definite
instructions, create organizational patterns, and establish formal
communication channels (Bass, 2008; Hersey & Blanchard, 1969; 1979;
1996; 1980; 1981).

22. THE EMERGENCE OF LEADERS
Transactional View
- Transactional leadership focuses on the exchanges that occur between
leaders and followers (Bass 1985; 1990; 2000; 2008; Burns, 1978).
- These exchanges allow leaders to accomplish their performance
objectives, complete required tasks, maintain the current organizational
situation, motivate followers through contractual agreement, direct
behavior of followers toward achievement of established goals,
emphasize extrinsic rewards, avoid unnecessary risks, and focus on
improve organizational efficiency.
- In turn, transactional leadership allows followers to fulfill their own self-
interest, minimize workplace anxiety, and concentrate on clear
organizational objectives such as increased quality, customer service,
reduced costs, and increased production (Sadeghi & Pihie, 2012). Burns
(1978) operationalized

23. THE EMERGENCE OF LEADERS
Transactional Continued
- The concepts of both transformational and transactional leadership as
distinct leadership styles.
- Transactional leadership theory described by Burns (1978) posited the
relationship between leaders and followers as a series of exchanges of
gratification designed to maximize organizational and individual gains

24. REFERENCE
Du Toit, D. & le Roux, E. (2014). Nursing sociology. 5th ed. Pretoria: Van
Schaik.