This slide is about group dynamics

1. DEpartment of Agriculture
Noakhali Science and Technology
Extension communication
and Group approach

2. Extension communication and
Group approach
Md. Shariful Islam
Lecturer, Agriculture Extension & Education
Department of Agriculture
Noakhali Science and Technology University

3. 3
Course Overview
Course Code : AG 3105
Course Title : Extension Communication and Group Approaches
Number of Credit : 3
Course Type : Major
Total marks : 100 (Final 70%, Continuous Assessment 30%)
Rationale
This course focuses on different aspects of communication process, innovations of new
technologies, feedback, noise and peoples participations in extension work

4. 4
Course Overview
Objectives
• Provide information on communication process and its implication in extension
work.
• Acquaint students with fundamental issues of diffusion of innovations.
• Introduce extension approaches followed by different extension agencies.
• Equip students with necessary knowledge on people`s participation and group
dynamics in extension work

5. 5
Sl. Course content
1 Communication Process
2 Models of Communication
3 Communication noise and fidelity
4 Diffusion process
5 Innovation-decision process
6 Adopter categories
7 System approach
8 Knowledge system
9 Approaches to extension work

6. 6
Sl. Course content
10 Partnership program in extension
11 People’s participation in agricultural extension programs
12 Group dynamics
13 Working with group
14 Target group

7. Group
Group may be defined as a two or more people who interact
regularly in order to accomplish a common purpose or goal.
• There must be at least two people
• The individuals must interact regularly in order to constitute a
group
• Group members must have common goal or purposes

8. Reasons for group formation
Interpersonal attraction
Proximity, contact and interaction
Physical attraction
Similarity
Group activities
Group goals
Group membership

9. Stages of group development
Forming
The members of the group get acquainted and begin to test which interpersonal behaviors are
acceptable and which are unacceptable to the other members of the group.
Characteristics of Forming
 Group is not yet a group, but set of individuals.
 Individuals want to establish personal identity within the group and make an impression.
 Participation is limited as individuals get familiar with the setting, the trainer and each
other.
 Individuals begin to focus on task at hand and discuss its purpose.

10. Stages of group development
Storming
Intragroup conflict and hostility or storming, is the second stage of group development.
Now the members of the group resist the structure that has begun emerge. Each member
want to retain her or his individuality.
Characteristics of Storming
 Characterized by intra-group conflict and lack of unity.
 Preliminary ground rules on purpose, leadership and behavior are damaged.
 Individuals can become hostile toward each other and express their individuality by
pursuing or revealing personal agenda.

11. Stages of group development
Norming
The third stage is the development of group cohesion, or norming. During this stage each
person begins to recognize and accept her or his role and to understand the roles of others.
Members also begin to accept one another and to develop a sense of unity.
Characteristics of Norming
 Characterized by overcoming tensions and by developing group cohesion in which
norms and practices are established.
 Group members accept the group and accept each other’s natural habits of individual.
 Group allegiance develops and group strives to maintain it.
 Development of group spirit, harmony becomes important.

12. Stages of group development
Performing
Performing is the final stage of group development, wherein the group really begins to focus
on the problem at hand. The basic structure of the group is no longer an issue but has
become a mechanism for accomplishing the purposes of the group.
Characteristics of Performing
 Characterized by full maturity and maximum productivity
 Can only be reached by successfully completing previous three stages.
 Members take on roles to fulfill the group activities since they have now learnt to relate
to one another.
 Roles become flexible and functional.

13. Adjourning ?

14. Functional group
 Functional group is a group created by the organization to accomplish a
no. of organizational purposes with an indefinite time horizon.
 The production department of any Garments Factory, the Agriculture
Department of NSTU etc are all functional groups.
Types of Group

15.  All these groups are created by the organization to serve a number of
purposes specified by the organization.
 The goal of the Agriculture Dept. is to teach Agriculture and related
issues, but this doesn’t mean that the dept. will cease to exist/remain
close at the end of the current semester
Types of Group

16. Task group
 Task group is a group created by the organization to accomplish a
relatively narrow range of purposes within a stated or implied time
horizon.
 Task forces, teams and classes are all task groups. The organization
specifies group membership and assigns a relatively narrow set of goals,
such as developing a new product.
 The time horizon for accomplishing these purposes is either project will
closed when the new product is developed).
Types of Group

17. Informal or Interest Group
 Informal group is created by its members for the purposes that may or
may not be relevant to those of the organization and it has an
unspecified time horizon.
 Informal groups are the groups in an organization which result from
personal contacts and interactions and the associated groupings of
people working within the formal work groups of the organization and
such groups are usually not recognized formally by the organization
Types of Group

18.  This type of groups have some advantages like informal groups
mix with the formal organization to make a workable system
for getting work done.
 This type of groups provide a useful channel of communication
in the organization and also encourages managers to plan and
act more carefully than they would otherwise.
 Informal or Interest Group have some disadvantages for
the organization…..?
Types of Group

19.  The study of group dynamics is concerned with learning the nature of groups, how they
develop and their effect on individual members, other groups and larger institutions.
 When people join in a group, they bring with them their values, attitudes, habits, feelings and
beliefs.
 These basic individual drives affect their acts in the group. Norms of the culture also
influences the action of the group.
 The forces both external and internal that affect groups and their functioning are often
referred to as group dynamics.
Group Dynamics

20. External Dynamics of Groups
 The forces are- community values, community expectations, institutional
values, parent group affiliations and control, inter group competition and
prestige and status affect every group.
 All these external forces are reflected largely through the beliefs, feelings
and actions of the members.
Group Dynamics

21. Internal Dynamics of Group
Internal dynamics of any group includes- group atmosphere, identity, size,
leadership pattern, definition of roles, standard of operation, social control, group
evaluation, participation, human relation skills, communication, heterogeneity etc.
Group Dynamics

22.  Security
 Status
 Self esteem
 Affiliation
 Power
Reasons for joining in Group by the farmers

24.  Security
 Status
 Self esteem
 Affiliation
 Power
Leadership

25.  Leadership may be defined as the activity of influencing people toward
some desirable goal.
 In the broadest sense leadership refers to that process whereby an
individual directs guides or controls and thoughts, feelings or behavior of
other human beings.
 This influence may be exerted through the medium of his works books,
paintings, inventions or it may be exerted through personal face to face
contact.
 The former type of leadership is known as indirect, intellectual or creative
leadership, and includes scientists, artists and writers.
 Direct face-to-face leadership operates most frequently through the medium
of speech. This is the type of leadership with which we are mostly concerned
in extension work.
Leadership

26. Importance of leadership in Extension

27. Function of leadership
 Coordinating
 Planning
 Policy making
 Expert advising
 Representation
 Controlling internal relationship
 Arbitrator and mediator
 Symbolizing group unity
 To act as other figure

28. Types of leaders
Professional leader
A professional leader is one who, by his knowledge, skill and abilities, can
provide leadership in some field(s) of development activities. A professional
leader usually receives pay for his or her leadership role (e. g. UAO, AAO,
AEO etc).

29. Types of leaders
Local leader
Local leaders are people selected, because of special interest or
fitness, to work on some phase of the local program.
These people belong to the primary group with which extension
works. For the most part they serve without pay, deriving
satisfaction from the improved conditions which result.
A wide variety of reasons motivate them for the leadership job.
These include new things, community welfare and prestige. There
are two types local leaders:

30. Types of leaders
There are two types local leaders:
Action leader
These are local leaders who usually work with other people in the
locality and play their leadership roles.
Opinion leader
These are the local leaders who usually do not work with the people
but provide valuable opinion and decision by dint of their qualities
in influencing others to work.

31. Types of leaders
There are two types of opinion leaders:
Monomorphic opinion leader:
This type of leader usually acts as opinion leader for a single topic.
Polymorphic opinion leader:
This type of leader acts as opinion leader for a variety of topics. The degree of
polymorphic opinion leadership in a given social system seems to vary with
such factors as the diversity of the topics on which opinion leadership in
measured, whether system norms are innovative or not, and so on.

32. Duties and Responsibilities of Professional Leaders
1.He must know how to stimulate, and train members of a group to function
as leaders.
2.He must use up leadership from the people whom he would serve but must
allow the leaders from the group.
3.He must be constantly alert to new ideas and methods, while at the same
time he is conscious of the practical requirements of the group. He famishes
the wisdom and suggestion that cause the group to choose its own leader to
aid in setting and reaching a desired objective.
4.He should educate local leaders so that they advance his ideas as their won
and assume active leadership.

33. Local leader
Local leaders are people selected, because of special interest or fitness, to work
on some phase of the local program.
These people belong the primary group with which extension works. For the
rest part they serve without pay, deriving satisfaction from the improved
conditions which result.
A wide variety of reasons motivate them for the leadership job. These include
learning new things, community welfare, and prestige.

34. Importance of local leaders
 Extension workers are limited in number. It is not possible for that alone to
conduct the extension educational program among the vast number of
people. They need help from local people who have leadership abilities.
 People of an area know the local leaders and they have confidence on them.
So extension work will be more effective if local leaders are used in
extension work.
 Local leaders have knowledge about the resources and problems of an area.
Thus they can render valuable help in planning, execution and evaluation of
extension programs.

35. Importance of local leaders
 Local leaders, being local people of the area, are interested in the welfare of
the area. Thus they can work whole-heartedly for the success of extension
programs.
 Involvement of local leaders in extension work creates a feeling of
participation on the part of the leaders and they feel on obligation to work
for its success.
 Local leaders learn to solve various problems by working with professional
extension workers in various kinds of programs. Thus, people get
opportunity to develop their leadership abilities by working as leader.
 Local leader provide an important means of communication useful ideas
from the extension workers to the people.

36. Training of Local Leaders
1.Regular service letters to leaders: These letter supply timely information to
the local leaders.
2.Circular letters: It helps to take immediate response to an urgent matter.
3.Printed leaflets, bulletins or books: It helps to acquire knowledge on the
latest agricultural technologies and technology related information.
4.Visits to leaders by extension workers; During visits the extension workers
should discuss problems with the local leaders, give them necessary
information, and encourage them for their work.

37. Recognition of Local leaders
1.Giving local leaders an understanding of their job and its importance.
2.Having formal letter of appointment from an official high in the
organization.
3.Giving local leaders responsibility of determining dates and places of local
meetings and other decisions.
4.Asking suggestions, advice and participation from local leaders.
(a) In building programs.
(b)In conducting meetings and other activities.
(c) In personal conversation.
(d)In getting and interpreting records.

38. Recognition of Local leaders
5.Personally commending their initiative and expressing appreciation for
work well done.
6.Stimulating expression of appreciation from neighbors.
7.Arranging for public and official recognition of leaders. The following
devices may be used.
(a) Identification card.
(b)Button with an official insignia.
(c) Certificates for training and other achievements.
(d)Present certificates and other rewards in a public ceremony.

39. Recognition of Local leaders
8.Sending letters of appreciation from district and national officials.
9.Mentioning leader’s name at meetings, in news articles, and radio talks,
10.Knowing the names of local leaders and using their names in addressing
them.
11.Preparing success stories for local papers using photographs of local
leaders.

40. Qualifications of Leaders
1. Knowledge
2. Pleasing personality
3. Tact
4. Courtesy
5. Initiative
6. Impartiality
7. Flexibility
8. Fearlessness
9. Cheerfulness
10.Industrious

41. Qualifications of Leaders
11.Emotional stability
12.Sympathy
13.Enthusiasm
14.Sincerity
15.Leadership skill
16.Loyalty
17.Perseverance
18. Versatility
19.Vision
20.Integrity
21.Ethics

42. Thank You
All