The document discusses group dynamics and the stages of group development. It describes how groups form and progress through five stages: forming (orientation), storming (power struggles), norming (cooperation), performing (synergy), and adjourning (closure). At each stage, group members take on different roles and behaviors as the group becomes more cohesive and productive in working towards their common goals.

1. GROUP DYNAMICS

2. Groups Dynamics
• Groups are important for organisational
life. Managers spend substantial time in
managing groups and teams so that
groups contribute to organisational and
group goals. How effectively a manager
plans, organises, staffs, leads and
controls depends upon how effectively
he manages the groups.
• A group means “two or more people who
interact with one another, are
psychologically aware of one another,
perceive themselves to be members of
the group, and work towards a common
goal.”

3. • Group dynamics studies the nature, formation and reasons for
forming the groups. It studies how groups affect the behaviour
and attitude of members and the organisation.
• It is a process by which people interact with each other. If groups
are effectively managed, they contribute a lot to organisational
goals.

4. FEATURES OF GROUP
1. It consists of two or more persons who interact with each other.
2. Group members have reciprocal influence on each other. Each member
influences and is influenced by others in the group.
3. People develop mutual perceptions and emotions. They perceive and
recognize each other as members of the group.
4. Every group has
• formal leader elected by group members, and
• informal leader “who engages in leadership activities but whose
right to do so has not been formally recognised by the organisation
or group.”

5. 5. Each individual performs specific role which influences expectations of group
members from each other. Role structure is “the set of defined roles and inter-
relationships among those roles that the group or team members define and accept.”
6. Every group has group norms. “Norm is a standard of behaviour that the group
accepts and expects of its members. It represents standards of work to promote
group activity.”
7. It maintains stability through group cohesiveness. Members
• develop liking for each other,
• develop sense of identification with each other, and
• remain attached to each other.
8. Members work for common interests and goals.

6. Types of
Groups
• I. Formal and informal
groups
• II. Primary and secondary
groups
• III. Small and large groups
•

7. Formal groups
• Formal groups are deliberately created to carry out specific tasks. They have
clearly defined authority-responsibility relationships, communication
channels, rules and regulations that govern the behaviour of members.
Committees, task forces and work teams are the formal groups.
• Formal Groups can be :
• (i) Permanent Formal Groups [Command groups and permanent
committees]
• (ii) Temporary Formal Groups [Task forces and project groups]
• (i) Permanent formal groups are formally represented on the organisation
chart. They are also known as command groups and have both managers
and subordinates. functional or product departments are the command
groups.
• (ii) Temporary formal groups deal with specific problems. They dissolve
once the problem is solved. Task groups, project groups or ad
hoc committees are temporary formal groups. They are created to respond to
the changing environment and include people from different command

8. • Types of Committees : Committees (formal groups) can be of the following types :
• (i) Line and Staff Committees : The basis of forming line and staff committees
is authority. committee which has authority to make decisions is line committee and committee which
does not make decisions but only assists, advices and counsels the superiors is staff committee. It
helps line managers to perform the managerial functions
• (ii) Ad hoc and Standing Committee : The basis for forming ad hoc and standing committees is time
frame. Committees which are formed for a specific purpose and dissolve once the purpose is achieved
are ad hoc or temporary committees. For example, if company wants to conduct market survey for a
new product, committee shall be formed for this purpose which shall function till the survey is
completed. Once done and the product launched, the committee gets dissolved. committee which
lasts for long duration is standing or permanent committee. These committees provide advisory
functions to the chief executives.
• (iii) Formal and Informal Committees : The basis of forming formal and informal committees is
their position on the organisation chart. Committees formed according to formal procedures and
assigned duties, power and authority to discharge those duties are formal committees. They are
formally shown on organisation charts and are permanent committees.
• Informal committees are groups of individuals which are not officially set up by the organisation. They
work for a given purpose without officially defined rules or guidelines.
• (iv) Plural Executive Committee and Advisory Committee : committee which carries out
managerial functions (planning through controlling), makes and implements decisions is a plural
executive committee. The most common example of this committee is the board of directors which
takes important managerial decisions and orders for their implementation. The advisory committee
does not make decisions but only performs advisory or recommendatory functions.

9. Informal Groups :
• Meaning : These groups are not created by managers but spontaneously grow out of interaction amongst
members of formal groups. They are created by choice for promoting the group goals. members even
subordinate individual goals to group goals. These groups may oppose or support the formal objectives.
They are informal committees not shown on the organisation chart. They form out of common thinking of
people. They are temporary and assist top executives on specific matters.
• Types of Informal Groups : These are also called ‘overlays’. They are classified into five categories
by Pfiffner and Sherwood.
• (i) Social overlays : These groups form because of social needs of people, that is, need to interact.
• (ii) Functional overlays : People of one department assist people of other departments. Workers of
production department can go to supervisors of sales department for help. groups formed through inter-
departmental interactions are called functional overlays.
• (iii) Decision overlays : Some people excel in decision-making because of their ability to judge, analyse
and scan the information. People often approach them from different departments for consultation. This
forms decision overlays.
• (iv) Power overlays : Power is different from authority. While authority is authority of position, power is
the authority of individual. Managers can acquire power through experience, education, and factors like
religion, politics, nationality etc. Interaction based on such factors forms power overlays.
• (v) Communication overlays : People using common equipments and machines, recreational halls,
canteens, club facilities etc. interact informally and form communication overlays.

10. Functions of Informal Groups :
• Major functions of informal groups are as follows:
• (i) Group values and life-style : Within formal structure of organisation, informal
groups arise on the basis of social values and life-styles of individuals. However,
as these groups strengthen, they develop tendency to resist change.
• (ii) Social satisfaction : Interaction at the work place, sharing common thoughts,
sitting and eating together satisfy employees’ social needs.
• (iii) Operate communication systems : Informal system of communication
operates along the formal channel of communication and works even faster than
the formal communication channel. Messages are transmitted at much faster
speed though rumours may also spread along with formal messages.
• (iv) Maintain social control : Informal groups influence behaviour of people
inside and outside the group. Influencing behaviour inside the group is called
internal control and of those outside the groups is called external control. A
particular kind of behaviour not acceptable to group serves as internal control.
External control is exercised on people outside the group such as, trade unions.

11. Primary Groups
• Primary groups promote common goals.
• Members share values and behaviour.
• These groups are small and largely affect inter-personal
behaviour.
• Friendship and social needs are the basis of these groups.
Roommates of Hostel
Friend Circle
Group of Cousins

12. Secondary groups
• Secondary groups have loose inter-personal relationships and
no common goals to share.
• Their members do not actively interact with each other.
• Professional bodies, business organisations are the common
forms of secondary groups.
Sports Team
Club
Neighbours

13. Small and large groups
• Small groups have few members who closely interact with each
other.
• Large groups have large number of members with weak inter-
personal interaction.
• They do not actively communicate with each other.

14. Why do people join groups?

15. #1 Security
• Probably the most important reason for joining groups is
security reason. By joining groups, individuals can reduce the
insecurity of ‘Standing Alone’. People feel stronger, have fewer
self-doubts, and are less resistant to threats when they are part
of the groups.

16. #2 Status
• Groups provide recognition and status to their
members. Where works of group’s members are
clearly shown to everyone. Members can make
their position inside and outside of groups.

17. #3 Self-Esteem
• Groups provide an individual a feeling of self-
worth. A member is able to know his value. In
addition to conveying the status to those
outside groups, membership can also give an
increased feeling of worth to the members
themselves.

18. #4 Affiliation
• Groups can fulfill social needs. People enjoy
the regular interaction that comes with group
members. For many people, on-the-job
interactions are their primary means of
fulfilling their needs for affiliation.

19. #5 Power
• A group represents power, what can not be
achieved individually often becomes possible
through the group’s actions. Individuals may
align with others to protect themselves from
unreasonable demands by the management.
• For an individual who wants to influence
others, a group can offer him/her power without
a formal position, or authority in the
organization.

20. #6 Goal Achievement
• People may join groups for goal achievement.
When it takes more than one person’s talents,
knowledge, or power to complete the job, the
stated goal can be achieved easily.

21. Group Development
• Group development refers to the process by which members of
newly formed work teams learn about their teammates,
establish their roles and responsibilities, and acquire the task
work and teamwork capabilities required to coordinate their
effort to perform effectively as a team.

22. Stages of Group Development / Teams

24. 1. Forming Stage (Orientation)
• The first stage of group development is the forming stage. At this stage,the
group just starts to come together and is described with anxiety and
uncertainty.
• A person’s behaviour is driven by his desire to be accepted by other
members of the group. Conflict, controversy, misunderstanding and
personal opinions are avoided even though members have just begun to
form impressions of each other and understand what the group will do
together.
• At the forming stage, members understand group purpose, determine how
the team is going to be organised and who will be responsible for what.
They discuss major phases of group goal that include rough project
schedule, outlining general group rules regarding when they will meet and
discover what resources will be available for the group to use.
• At this stage, group members learn what to do, how the group will operate,
what is expected, and what is acceptable.

25. 2. Storming Stage (Power Struggle)
• The second stage of group development is the storming stage.
At this stage, disputes and competition are high because
members have understand the work and a general feel of
belongingness towards the group prevails.
• The dominating group members emerge, while less
confrontational members stay in their comfort zone.
• Issues like leadership, authority, rules, policies, norms,
responsibilities, structure, evaluation criteria and reward
systems arise during this stage. They help the group move to
the next stage.

26. 3. Norming Stage (Cooperation and
Integration)
• At this stage, it becomes enjoyable for the members to work
together. Group interaction becomes easier, cooperative and
productive. There is mutual give and take, open communication,
bonding, and mutual respect.
• Disputes or conflicts are comparatively easy to be resolved and
the group gets back on track.
• Though group leadership is important, the facilitator usually
steps back a little and lets the group members take initiative to
move forward together.

27. 4. Performing Stage (Synergy)
• Now the group is clear about its needs. It moves forward to
work for the goals for which it is formed. The group becomes
really united to perform.
• At this stage, the morale of group members is high as they
actively acknowledge the talent, skills and experience that each
member brings to the group. A sense of belongingness prevails
and group remains focused on its purpose and goal.
• Members are flexible, interdependent, and trust each other.
Leadership is distributive and members willingly adapt to needs
of the group.

28. 5. Adjourning Stage (Closure)
• This stage of group is usually reached when the task has been
successfully completed. The project is close to end and team
members look forward to move in different directions.
• This stage looks at the well-being of the team rather than
handling the team through the original four stages of team
growth.