1.
Group Dynamics

2.
What is a
Group?

3.
A group is defined as two
or more individuals
interacting and
interdependent, who have
come together to achieve
particular objectives.

4.
Characteristics
of a
Group

5.
The necessary characteristics of a
group are:
Two or more people
Who interact with one another, (The members of a
group occasionally meet, talk, and do things together.)
Share some common ideology, and (The
member of a group have something in common
like common goals, common threat, security
concern, etc.)
See themselves as a group. (People who interact
with each other and who have a common ideology
are attracted to one another.)

6.
Group
Dynamics

7.
Group dynamics refers to the attitudinal
and behavioral characteristics of a
group.
Group dynamics concern how groups
form, their structure and process, and
how they function.
Group dynamics are relevant in both
formal and informal groups of all types.
In an organizational setting, groups are a
very common organizational entity and
the study of groups and group dynamics
is an important area of study in

8.
Informa groups n sub clsses
Group shift
5 stages

9.
Why Do People
Join
Groups?

10.
Security:
Joining groups reduces insecurity of “standingalone”
Status:
Inclusion in a group viewed important by others provides
recognition and status to its members
Self-esteem:
Groups can provide people with feelings of self worth.
Affiliation:
Groups fulfill social needs through regular interaction.
Power:
Group actions enable in achieving what one can’tindividually.
Goal Achievement:
Pooling talent, knowledge and power is needed to
accomplish particular tasks.

11.
Stages of
Group
Developme

12.
The model of group development
was first proposed by Bruce
Tuckman in 1965.
He maintained that these phases
are all necessary and inevitable
in order for:
the team to grow
to face up to
challenges to tackle
problems
to find
solutions to

13.
The Five-Stage Model of Group
Development Consists of the
following stages:
1. Forming Stage
2. Storming Stage
3. Norming Stage
4. Performing Stage
5. Adjourning Stage

14.
FORMING
STAGE
The first stage in group development, characterized by much
uncertainty.
In this, the team is formed and members meet. They learn what the team
opportunities and challenge will be.
Members will agree on goals and assign actions for work and ground
rules or team guidelines are established.
At the start, the team leader may be a member of the group, a
supervisor, a manager, or a consultant who will facilitate the team-
building process. Leadership will help the team to define their
processes. At this stage, the leader needs to be directive and
understand the requirements for team training.

15.
STORMING
STAGE
The second stage in group development, characterized by intragroup
conflict.
During the second stage, individual expression of ideas occurs and there
is open conflict between members. Members tend to focus on details
rather than the issues and compete for influence.
Low trust among team members is an evident indicator of this stage.
The team needs to select their desired leadership style and decision
methodology.
The team leader can help by stressing tolerance and patience between
members. The leader should guide the team process towards clear
goals, defined roles, acceptable team behavior, and a mutual feedback
process for team communication.

16.
NORMING
STAGE
The third stage in group development, characterized by close
relationships and
cohesiveness.
In the third stage, the team develops work habits that support group
rules and values. They use established tools and methods; exhibit good
behaviors; mutual trust, motivation, and open communication increase;
positive teamwork and group focus are apparent.
The team relationships grow and individual characteristics are
understood and appropriately utilized. The team leader continues to
encourage participation and professionalism among the team
members.
This stage is complete when the group structure solidifies and the group

17.
PERFORMING
STAGE
The fourth stage in group development, when the group is fully functional.
The fourth stage shows high levels of loyalty, participation, motivation,
and group
decision-making. Knowledge sharing, cross-training, and
interdependence increases.
Team is self-directing in development of plans and strategy to meet their
goals and carry out work. Personal growth and sharing is encouraged
throughout membership. The leader becomes a facilitator aiding the team
in communication processes and helping if they revert to a prior stage.
Group energy has moved from getting to know and understand
each other to performing the task at hand.

18.
ADJOURNING
STAGE
The final stage in group development for temporary groups, characterized
by
concern with wrapping up activities rather than performance.
For project teams, temporary committees, or task forces coming to an
end, there will be a finalizing stage as they celebrate and recognize group
achievement. Then some mourning over the dissolving of the team
relationship and begin planning for the change in individual work
requirements.
During this stage, leadership needs to emphasize organization gratitude
and both team and individual recognition. For continuous work teams,
there may be a higher performance level as they develop and transform
as individuals and reform into revised teams. It is important to note that
continuous work teams may revert to prior stages when new people are

19.
Types
of
Group
s

20.
FORMAL
GROUP
INFORMAL
GROUP
A designated
work group
defined by
the organization’s
structure.
A group that is
neither formally
structured now
organizationally
determined;
appears in
response to the
need for social

21.
FORMAL
GROUPS
In formal groups, the behavior that team members should
engage in are stipulated by and directed toward organizational
goals.
The major purpose of formal groups is to perform specific
tasks and achieve specific objectives defined by the
organization. The most common type of formal work group
consists of individuals cooperating under the direction of a
leader.
Examples of formal groups are departments, divisions,
taskforce, project groups, quality circles, committees, and

22.
FORMAL
GROUPS
Characteristics of Formal Groups:
They are approved from some
authority. There is fixed division of
labour
Individuals are assigned specific responsibilities.
There are personal interactions between the group
members. Group members are rewarded.
Formal groups can be further classified into:
Command
Groups Task

23.
Command
Groups
A group composed of the individuals who
report directly to a given manager.
It is determined by the organization chart.
Membership in the group arises from each
employee’s position on the organizationalchart.
Examples of a command group are: an academic
department chairman and the faculty members in
that department, or a director of postal audits and
his five inspectors.

24.
Task
Groups
Task groups consist of people who work together to
achieve a common task.
Members are brought together to accomplish a narrow
range of goals within a specified time period.
Atask group’s boundaries are not limited to itsimmediate
hierarchical superior, it can cross command
relationships.
Task groups are also commonly referred to as task forces.
The organization appoints members and assigns the
goals and tasks to be accomplished.
All command groups are also task groups, but reverse
need not
be true.
Examples of assigned tasks are the development of a
new product, the improvement of a production process,
or the proposal of a motivational contest. Other common

25.
INFORMAL
GROUPS
These groups are natural formations in the work environment
that appear in response to the need of social contact.

26.
INFORMAL
GROUPS

27.
Interest
Group
s
A
group

28.
Friendship
Group
s
A
group

29.
Group
Shift

30.
Group shift is basically a change in riskiness of a decision. This means that
based on your individual decision - your risk decision was A. But after
reviewing the groups decision which could be more toward conservatism or
greater risk, you will ultimately change your decision based on the majority.
What appears to happen in groups is that the discussion leads to a significant
shift in a position of members towards a more extreme position in the
direction in which they were already leaning before the discussion. So
conservative types become more cautious and the more aggressive types
take on more risk. The group discussion tends to exaggerate the initial
position of the group.
Therefore moving from your original decision to that of the group decision
even though your final answer might be in fact different from your own
beliefs, is known as group shift.
When people are in groups, they make decision about risk differently from
when they are alone. In the group, they are likely to make riskier decisions,
What Is Group
Shift?

31.
Causes of Group
Shift
Group diffuses responsibility: A diffusion of responsibility throughout the
group seems to give members of these groups a free rein to act as they see fit.
The emotional bonds that are created within the group serve to decrease
anxiety within the group and the actual risk of the situation seems less.
Social status in groups is often associated with risk-taking, leading people to
avoid a low risk position.
High risk-takers are more confident and hence may persuade others to take
greater risks.
As people pay attention to a possible action, they become more familiar and
comfortable with it and hence perceive less risk.
As groups get larger, trends in risk-taking are amplified.

32.
Group Properties-Norms And
Status
NORMS
Norms are acceptable standards of behavior within a group that are shared
by the group’s member.Thesecollectively held expectations of group functioning
and provide regularity and predictability to group functioning.
Norms are characterized by member’s evaluative nature; that is, they referto
what should be done.
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources norms
Norms represent value
judgments about
appropriate behavior in
social situations.
Adjusting one’s behaviorto
align with the norms of
the group is known as
conformity.

33.
Statu
s
Status refers to a socially defined position or rank given to groups or group
members by others.
Status is an important factor in understanding human behavior because it is a
significant motivator and has major behavioral consequences.
Status has an effect on the power of norms and pressures to conform. For
e.g. high- status members of group are often given more freedom to deviate
from norms than are other group members
Group Norms
Status Equity
Culture
Group Member
Status

34.
© 2005 Prentice Hall Inc.
All rights reserved.
8–36
Group Structure - Norms
(cont’d)
Deviant Workplace Behavior
Antisocial actions by organizational members
that intentionally violate established norms and
result in negative consequences for the
organization, its members, or both.

35.
rights
8–37
Typology of Deviant
WorkplaceBehavio
r
E X H I B I T
8–5
Category Examples
Production Leaving early
Intentionally working slowly
Wasting resources
Sabotage
Lying about hours worked
Stealing from the organization
Showing favoritism
Gossiping and spreading rumors
Blaming coworkers
Sexual harassment
Verbal abuse
Stealing from coworkers
Property
Political
PersonalAggression
Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant WorkplaceBehaviors:
© 2A
00M
5u
l
Pt
i
d
rei
m
ne
tn
i
cs
ei
o
n
Ha
alSllcIanlicn.gASltludy,”Academy of Management Journal, April 1995, p.
565.

36.
© 2005 Prentice Hall Inc.
All rights reserved.
8–38
Group Structure -
Status
Group Norms
Status Equity
Culture
Group Member
Status
Status
A socially defined position or rank given to groups or
group members by others.

37.
© 2005 Prentice Hall Inc.
All rights reserved.
8–39
Group Structure -
Size
Group Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.

38.
© 2005 Prentice Hall Inc.
All rights reserved.
8–40
Group Structure -
Cohesiveness
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group.

39.
© 2005 Prentice Hall Inc.
All rights reserved.
8–41
Relationship Between
Group Cohesiveness,
Performance Norms, and
Productivity
E X H I B I T
8–6

40.
© 2005 Prentice Hall Inc.
All rights reserved.
8–42
Group Decision Making (cont’d)
Groupthink
Phenomenon in which the norm for consensus
overrides the realistic appraisal of alternative course
of action.
Groupshift
A change in decision risk between the group’s
decision and the individual decision that member
within the group would make; can be either toward
conservatism or greater risk.

41.
© 2005 Prentice Hall Inc.
All
rights
8–43
Symptoms Of The
Groupthink
Phenomenon
• Group members rationalize any
resistance to the assumptions they have
made.
• Members apply direct pressures on those
who express doubts about shared views
or who question the alternative favored by
the majority.
• Members who have doubts or differing
points of view keep silent about
• There appears to be an illusion of