GROUP

DYNAMICS
 INRODUCTION
 One of the realities of organizational behaviour is that
we must work in and with groups to accomplish our
aspirations. The behaviour of individuals in groups is
something more than the sum total of each acting in
his or her own way. For example , let us say that three
individuals , equally knowledgeable, are given the
task of solving a problem. The ideas generated jointly
by these three individuals will be richer and more
creative. Another instance is that an employee who
would individually accept change and cooperate with
management might become belligerent and try to
hinder that change if he or she is a union member.
 Definition of a group
 “ A group is two or more persons who are interacting with one
another in such a manner that each person influences and is
influenced by each other person.”
 E. H. Schein prescribes three conditions which any number
of persons to be called a group should satisfy. The three
conditions are:
(i) people must interact with one another
(ii) they must be psychologically aware of one another, and
(iii) they should perceive themselves to be a group.
 If these tests are applied many aggregations of people do not
qualify as groups e.g. a crowd standing at the bus stop and
waiting for bus dose not necessarily constitute a group.
Definition of Group Dynamics
 The word dynamics means “force” from organizational
point of view. It refers to the forces operating in the
organizations or in group.
 “ The social process by which people interact face to face
small group is called group dynamics”. Thus , group
dynamics in concerned with the interaction of individuals
face to face relationship. Every group chooses leader.
 One Normative View is that group dynamics describes
how a group should be organized and conducted.
Democratic leadership, member participation and overall
Cooperation are stressed.
 Group dynamics is viewed from the perspective of the
maternal nature of group, how they form, their structure and
process and how they function and affect individual
members, other groups and the organization. This view is
more prevalent.
 Types of Groups
 Two types of basic group which exist in every organization .
these are (i) formal groups and (ii) informal groups.
1. Formal Groups: The features of formal groups are as follows:
ii. Formal groups are part of the organizational structure.
iii. These are created deliberately and consciously by the
management to perform the assigned duties.
iv. The pattern of communication is also defined and the rules are
laid down to regulate the behaviour of group members.
v. These groups may be either permanent in the form of top
management such as board of directors of staff groups providing
specialized services to the organization and so on; or formal
group may be constituted on temporary basis for fulfilling
certain specified objectives. When such objectives are fulfilled.
These disappear. Temporary committees, task force etc.
 The formal groups may further be sub
classified in to the following groups:
i. Command Groups. Most frequent type of
formal group. It is relatively permanent and
is specified by the organization chart. It
comprises of managers or supervisors and
subordinates. Who meet regularly two
discuss general and specific ideas to improve
product or service. A typical command
group in an organizational chart may be
illustrated as follows:
ii. Task forces. It is a temporary group
representing the employees how are working
to together to complete a job task or particular
project.
iii. Committees: These can be permanent such as
planning committee, or budget committee. A
committee can also be temporary such as a
special task force which is set up for a
particular purpose. For example, the
committee constituted to elect the president of
the company is temporary and is disbanded
after the election.
2. Informal Groups: The features of these groups are as
follows:
i. The informal groups are formed by the members of such
groups by themselves rather than by the management.
ii. These groups arise spontaneously in the organisation because
of social interaction between the people.
iii. These are based on common interests, language, taste, caste,
religion, background etc.
iv. Though officially unrecognised, these group exits in the
shadow of the formal structure. Which must be understood
and respected by the management.
v. These group have their own structure with their own leaders,
and followers, group goals, social roles and working patterns.
vi. The informal groups are more flexible than the formal
groups.
vii. They represent the human side of enterprise as compared to
technical side represented by the formal groups.
 Interest and Friendship Group: May affiliate
to attain a specific objective with which each is
concerned. This is called an interest group. A
friendship group includes close friends or
relations. Can be based on similar age or ethnic
heritage or for holding similar political views
or for having the same hobbies etc.
 Cliques: These groups consist of colleagues or
those who commonly associate with each
other. Number of members tends to be smaller,
and only rarely exceeds five or six. The
objective is to provide recognition to each
other and exchange information of mutual
interest.
a. Vertical Clique: In this case, the superior may be a
member in the group consisting mainly of
subordinates. Because the superior is dependent
upon the subordinates for some formal purposes like
filling gaps in his abilities.
b. Horizontal Clique: This group consists of people
of more or less the same rank and working more of
less in the same area. Some points of commonness
and keeping the objectives in mind.
c. Random or Mixed Clique: Members from
different ranks, departments and physical locations.
The members may be residing in the same locality,
travelling by the same bus or may be members of
the same club.
iii. Sub-Cliques: Some members of a clique inside the
organisation forming a group along with persons outside the
organisation. Regarded as partially external to the
organisation.
iv. Sayles’ Classification of Group: On the basis of the
pressure tactics adopted by the groups L.R. Sayles identified
four kinds of groups in the organisations which are
discussed below:

a. Apathetic Groups: This group is characterised by relatively

few grievances and it hardly ever uses pressure tactics. No
one ever emerged as an acceptable leader and lack of clearly
defined leadership. Low paid and low skilled assembly line
workers who lack unity and power and hardly ever use
pressure tactics.
b. Erratic Groups: There is lack of consistency in their
behaviour. Sometimes they show antagonism towards the
management while on other occasions, they may be
cooperative. In such a group, any active member could
assume the reins of the group and become the leader.
Semiskilled workers who work together in performing jobs
that require some interaction. It is very difficult to predict
their behaviour.
c. Strategic Groups: The members of such a group are able
to prepare a strategy for putting pressure on other groups
and the management. Members of such groups are generally
performing technologically independent jobs and are
comparatively better placed than members of earlier
categories. These people are highly united and actively
participate in union activity. These people maintain a
relatively consistent antagonism.
d. Conservative Groups: Composed of
professionals and highly skilled employees
in the plant. They are found at higher levels
of the organisation and display considerable
self confidence. They work on their own and
the nature of their jobs in such that they can
shut down the plant if they so desire. Very
strong and very stable among informal
groups. Restrained pressure for highly
specified objectives. Moderate internal unity
and self assurance.
 TYPE OF GROUPS

FORMAL INFORMAL
GROUPS GROUPS

COMMAND TASK COMMITTEES

GROUPS FORCES

INTEREST CLIQUES SUB SAYLES

AND CLIQUES CLASSIFICATION
FRIENDSHIP OF GROUPS
GROUPS

APATHETIC ERRATIC STARTEGIC CONSERATIVE

GROUPS GROUPS GROUPS GROUPS
 Theories of Group Formation
1. Propinquity Theory: This interesting word simply means that
individuals affiliate with one another because of spatial or
geographical proximity. The drawback of this theory is that it
is not analytical and does not begin to explain some of the
complexities of group formation.
2. Homan’s Theory: According to George C. Homans, “The
more activities persons share, the more numerous will be there
interactions and the stronger will be their shared activities and
sentiments, and the more sentiments people have for one
another, the more will be their shared activities and
interactions. The members of a group share activities and
interact with one another not just because of physical
proximity but also to accomplish group goals. The key element
is interaction because of which they develop common
sentiments for one another.
 ACTIVITIES

INTER
SENTIMENTS
ACTIONS

(The Inter-Dependence of Activities, Interaction and

Sentiments)
3. Balance Theory: Another very comprehensive theory is a
Balance Theory of group formation. This theory as proposed
by Theodore Newcomb states that “Persons are attracted to
one another on the basis of similar attitudes towards
commonly relevant objects and goals. Once a relationship is
formed, it strives to maintain a symmetrical balance between
the attraction and the common attitudes. If an imbalance
occurs, attempts are made to restore the balance. If the balance
cannot be restored, the relationship dissolves.”
4. Exchange Theory: This theory is based on Reward-Cost
outcomes of interactions. To be attracted towards a group, a
person thinks in terms of what he will get in exchange in
interaction with group members. A minimum positive level
(rewards greater than costs) of an outcome must exist in order
for attraction or affiliation to take place. Rewards from
interactions gratify needs while costs incur anxiety,
frustrations, embarrassment or fatigue. Propinquity,
interaction and common attitudes all have roles in the
exchange theory.
PRACTICAL REASONS FOR GROUP
FORMATION
(A) From Members’ Point of View
1. Companionship
2. Identity
3. Information
4. Security
5. Esteem: The members will feel good about
themselves by virtue of the group’s power,
prestige and social standing.
6. Sense of Belongingness
7. Outlet for Frustrations
8. Perpetuation of Cultural Values
9. Generation of New Ideas
10. Self Evaluation
11. Job Satisfaction
12. Power:
i. United we stand, divided we fall and unity is
strength. Workers enjoy much greater power
collectively than they do as individuals.
ii. Leadership of a group enables an individual to
exercise power over group members even if he does
not enjoy a formal position of authority in the
organisation.
 (B) From Organisation’s Point of View

1. Lightening of Responsibility
2. Filling the Gaps: In management’s abilities.
3. Restriaining the Authority: to keep checks
and balances on the manager’s excessive use
of authority.
4. Proper and Careful Planning
5. Information
6. Potential Formal Managers: From among
informal leaders.
 PROBLEMS OR DIFFICULTIES OF
INFORMAL GROUPS
1. Resistance to Change: An Individual member
cannot resist the change, but as a group, all the
members strongly resist the change.
2. Role Conflict: Every member of the group is also a
member of the formal organisation since informal
groups try to meet the social needs of their
members, there is a natural tendency to produce role
conflict, because what the informal group requires
of member may be just opposite of what is expected
of him by the formal organisation.
3. Rumours: This is not desirable from organisation’s point of
view because rumour deals with temporary events in a way
that implies that whatever is said is true even though there is
not much information to support it. The basic reason for the
circulation of rumours is ambiguous circumstances and
relieving of emotional tensions felt by people in those
ambiguous situations. The best course of action to deal with
rumours is the identification of their source and cause.
Getting at cause is wise use of the preventive approach rather
than a tardy curative approach.
4. Conformity: The informal group exerts strong pressure on its
members for conformity. The conformity to informal group
implies that members become subject to wilful control of an
informal leader who may manipulate the group towards
selfish or undesirable ends. This will lead to dilution of the
effect of organisational policies and practices on the group
members.
 GROUP NORMS
 Group norms are the “The oughts” or
“Should be” of behaviour. “Group
Norms are a set of beliefs, feelings, and
attitudes commonly shared by group
members. These are also referred to as
rules or standards of behaviour that
apply to group members”.
 From the above definitions, we can observe the following
characteristics of Group norms:
1. Just as an individual’s characteristics are revealed through his
personality, the characteristics of a group are revealed or
represented through NORMS.
2. Norms are the basis of behaviour of member in the group.
3. The norms are the basis for predicting the controlling the
behaviour of group members.
4. The norms are applied to all members, though very stringent
uniformly is not followed. In certain cases, some deviations may
be allowed. For example, if a code of dress for the meetings or
for the work place is there, it is to be followed by all the
members.
5. Norms also identify the values and ethics of the group members.
6. Though formalised norms are written up in organisational
manuals setting out rules and procedures for employees to
follow, but by far the majority of norms in organisations are
informal.
 Types of Norms
1. Performance Norms: Work groups typically
provide their members with explicit dues on how
hard they should work, how to get the job done,
their level of output, appropriate level of tardiness
and so on. Norms regulate the performance and
productivity of the individual members.
2. Appearance Norms: These include things like
appropriate dress, loyalty to the work group or
organisation etc. Some organisation have formal
dress codes. Other appearance norms might involve
loyalty or confidentiality on the part of members.
3. Arrangement Norms: These norms come from
informal work groups and primarily regulate social
interactions within the group.
4. Allocation of Resource Norms: These norms can
originate in the group or in the organisation and
cover things like pay, assignment of difficult job
and allocations of new tools and equipment.
5. Bhaviour Norms: Rules and guidelines defining the
day to day behaviour of people at work. Include
punctuality as a habit, completing any given
assignments within the required time framework,
not losing temper, showing respect for other
members opinions and so on. Certain
professionalism is expected from all members.
 How to Norms Develop?
 Most norms develop in one of the following four ways:
1. Explicit Statement Made by a Group Member:
Explicit statements made by the supervisors or a
powerful member may become norms. For example,
the supervisor may explicitly say that tea breaks are to
be kept to ten minutes and this will become a norm.
2. Critical Events in the Group’s History: For example,
a person who was standing too close to a machine was
injured in a work group. It became an established norm
in that group that no person other than the operator gets
within five feet of any machine.
3. Primacy: Primacy refers to the first
behaviour pattern that emerges in a group. If
the first group meeting is marked by very
formal interaction between supervisors and
subordinates then the group expects future
meetings to be conducted in the same way.
4. Past Experience: Many norms develop
because members bring their past
experiences from other groups in other
organisations.
EXPLICIT STATEMENTS CRITICAL EVENTS IN
MADE BY SUPERVISOR THE GROUP’S
OR MEMBER HISTORY

GROUP NORMS

PRIMACY PAST EXPERIENCES

SOURCE OF GROUPS NORMS

 Why are ‘Norms’ Enforced?
 Once the norms are established, they are enforced
on members. To be specific, the reasons why norms
are enforced are the following:
1. If it facilitates the group’s survival: Groups do not
like to fail, so they strongly enforce those norms that
increase their changes of success. This means that
they will try to protect themselves from interference
from other groups or individuals.
2. If it increases the predictability of group
member’s behaviour: Norms that increase
predictability enable group members to anticipate
each other’s actions and to prepare appropriate
responses.
3. If it reduces embarassing interpersonal
problems: Norms will be important if they ensure
satisfaction to their members and prevent as much
interpersonal discomfort as possible.
4. If it allows members to express the central value
of the group and clarify what is distinctive about
the group’s identity.
5. If it reflects the preferences of the supervisor:
Norms are likely to be strongly enforces if these
reflect the preferences of supervisor or other
powerful group members.
 CONFORMITY
 Conformity means adjusting one’s behaviour to align with
the norms of the group. There is considerable evidence that
groups can place strong pressures on individuals to change
their attitudes and behaviours to conform to the group’s
standards. Sometimes, people belong to many group at the
same time and their norms vary. In some cases, there may
be even contradictory norms. The people, in such situations,
conform to the norms of the important group to which they
belong or hope to belong. The important groups have been
referred to as Reference Groups. The groups enforce
conformity with norms in many ways. They can reward
people. Also, they can take negative action. This explains
why individuals generally conforms to their group norms.
They will not like to separate from the group which satisfies
their social needs and helps in achieving their personal
goals.
 GROUP ROLES
 All members of groups are expected to play
specific roles. By this term, we means a set of
expected behaviour pattern attributed to some
one occupying a given position in a social unit.
 The main issue is that a person is required to
play a member of roles and the behaviour
varies with the role he is playing. Now we
explain some of the role requirements of the
members.
1. Role Identity: Role identity is created by certain attitude
and actual behaviour which are consistent with a role.
When people change a job, the situation and job
demands also change. For example, in a particular work
place when some workers were promoted to supervisory
jobs, their attitudes changed from pro union to pro
management within a few months of their promotions. It
means there was a rapid change in their role identities.
2. Role Perception: Role perception is the view of a
person, which consists of those activities or behaviours
the individual believes are supposed to be fulfilled in the
given situation. For example, every female police officer
will certainly be influenced by Mrs. Kiran Bedi. Because
of role perception, apprenticeship programmes exist in
many trade and professions, which allow beginners to
watch an ‘expert’, so that they can learn to act as they are
supposed to.
3. Role Expectations: Role expectations are defined as how
others believe or expect, you should act in a given situation.
The advertising manager of a company. Another example is
that role of a university professor. Where as a football coach.
When role expectations as implied in psychological contract
are not met, there will be negative repercussions from both
the sides. The psychological contract is regarded as a
powerful determiner of behaviour in organisation.
4. Role Enaction:- From the perceived and expected role,
comes the enaCted role, role enaction is the way the person
actually behaves.
5. Role Conflict:- When an individual is confronted by
divergent role expectations, the result is role conflict. It
would include situations in which two or more role
expectations are mutually contradictions.
 Inter-Group behaviour
 The organization consists of many groups
created formally or informally. The
existence of groups lead to intergroup
competition. The whole phenomenon may be
studied under two heads;
i. What happens within the groups ? And
ii. What happens between competing groups?
 What happens with in the groups?

1. Each group becomes a closely knit organization by

burying their internal bickerings and differences.
2. The group climate changes, it switches over from
being informal, causual and playful to task oriented.
3. Leadership changes, the group is not prepared to
tolerate even the autocratic leadership.
4. Group becomes structured and organized.
5. Group expects more loyalty and conformity from
members.
 What happens between competing
groups?
1. Each group looks to other as a competitor rather than
interdependent part of the same organization.
2. Each group develops distributions of perceptions
because of dominating competitiveness. It
concentrates only on its good points and refuses to
perceive its weaknesses.
3. Intergroup hostility increases which leads to
reducing intergroup interaction and communication.
4. When groups are forced into interaction they will
only listen to their own representatives rather than of
the other each will try to find faults of others.