Group dynamics refers to the patterns of interaction, relationships, and behaviors that develop within a group of individuals working together. It involves understanding how individuals influence each other, how roles and responsibilities evolve, and how the group works toward its goals. Group dynamics can be influenced by various factors, including personality, communication styles, group size, leadership, and the group's objectives.

1. ORGANIZATIONAL
BEHAVIOUR (GROUP DYNAMICS)
Dr DINESH S
Assistant Professor
Department of Management Sciences
Sri Ramakrishna College of Arts & Science
(Autonomous)
Coimbatore - 641 006
Tamil Nadu, India

2. Types of Groups
• Formal Groups: These are created by an organization or society
for specific tasks or objectives. Examples include project teams,
departments, or committees.
• Informal Groups: These form naturally without any formal
structure or designation. Examples include friend groups, social
circles, or interest-based groups.
• Task Groups: Groups formed to perform a specific task or project.
• Interest Groups: Groups formed around common interests or
goals.
• Friendship Groups: Groups formed on the basis of personal
relationships and bonds.

3. Functions of Groups
• Social Function: Groups provide a sense of
belonging and support to their members.Task
Function: Groups perform tasks or work
together to achieve common goals.Security
Function: Groups offer a safety net, providing
emotional support and reducing
uncertainty.Status Function: Being part of a
group can confer status or recognition.

4. Stages of Group Formation
• Forming: Group members get to know each other, and
there is uncertainty about roles, objectives, and group
dynamics.Storming: Conflicts and disagreements arise as
members assert their opinions, leadership styles, and
roles.Norming: The group starts to resolve differences,
establish norms, and work more cohesively.Performing:
The group is functioning at its best, with clear roles,
effective communication, and collaboration to achieve
goals.Adjourning: The group disbands once its objectives
are completed (this stage is particularly relevant for
temporary task forces or project teams).

5. Group Processes
• Group Norms: Shared beliefs and expectations that guide behavior
in the group. These norms influence how members interact and
perform tasks.Group Roles: The specific functions or behaviors
expected from members within the group. These can be formal
(e.g., leader, facilitator) or informal (e.g., harmonizer,
gatekeeper).Group Cohesiveness: The degree to which group
members are attracted to each other and are committed to the
group's goals. High cohesiveness often leads to better performance
and satisfaction.Group Size: The size of a group affects
communication and effectiveness. Smaller groups often have better
communication and decision-making, while larger groups can
benefit from diverse perspectives but may struggle with
coordination.

6. Threats to Group Effectiveness
• Poor Communication: Lack of clear, open communication can
lead to misunderstandings, confusion, and poor
collaboration.Conflict: While some conflict can be productive,
unresolved or negative conflict can harm group relationships
and hinder performance.Lack of Leadership: Without strong
leadership, a group may struggle with direction, coordination,
and motivation.Groupthink: A situation where the desire for
harmony or conformity in the group leads to poor decision-
making or failure to consider alternative viewpoints.Social
Loafing: When some group members put in less effort
because they assume others will compensate for them.

7. Evolution of Groups into Teams – Creating an
Effective Team
• Transformation: Groups become teams when they
shift from merely working together to collaborating
towards a shared goal with interdependence and
mutual accountability. Characteristics of Effective
Teams: Clear objectives and goals.
• Strong communication and trust.
• Defined roles and responsibilities.
• Shared responsibility for outcomes.
• Supportive leadership and collaboration

8. Conflicts – Sources and Types
• Sources of Conflict:Interpersonal Conflicts: Arise from personality
clashes, differences in values, or miscommunication.
• Task Conflict: Occurs when there are disagreements over the
content or goals of the task at hand.
• Role Conflict: Occurs when there are disagreements or ambiguity
regarding roles within the group.
• Structural Conflict: Resulting from power imbalances, resource
allocation, or organizational structure.
• Types of Conflict:Functional Conflict: Constructive disagreement
that can lead to better solutions and ideas.
• Dysfunctional Conflict: Destructive conflict that harms relationships
and hampers productivity.

9. Conflict Management Approaches
• Avoidance: Ignoring the conflict or withdrawing from the situation.
• Accommodating: One party gives in to the other’s demands to
preserve harmony.
• Competing: One party pursues their own interests at the expense
of others.
• Compromising: Both parties give up something to reach a mutually
acceptable solution.
• Collaborating: Both parties work together to find a win-win
solution that satisfies everyone's needs.
• An effective approach to conflict management depends on the
nature of the conflict, the relationships between group members,
and the desired outcome.

10. THANK YOU