GROUP BEHAVIOUR

FACTORS AFFECTING GROUP BEHAVIOUR

The success or failure of a group depends upon so many factors. Group member resources, structure (group size, group roles, group norms, and group cohesiveness), group processes (the communication, group decision making processes, power dynamics, conflicting interactions, etc.) and group tasks (complexity and interdependence).

1. Group Member Resources:

The members’ knowledge, abilities, skills; and personality characteristics (sociability, self- reliance, and independence) are the resources the group members bring in with them. The success depends upon these resources as useful to the task.

2. Group Structure:

·         Group Size: Group size can vary from 2 people to a very large number of people. Small groups of two to ten are thought to be more effective because each member has ample opportunity to take part and engage actively in the group. Large groups may waste time by deciding on processes and trying to decide who should participate next. Evidence supports the notion that as the size of the group increases, satisfaction increases up to a certain point. Increasing the size of a group beyond 10-12 members’ results in decreased satisfaction. It is increasingly difficult for members of large groups to identify with one another and experience cohesion.

·   Group Roles: In formal groups, roles are always predetermined and assigned to members. Each role shall have specific responsibilities and duties. There are, however, emergent roles that develop naturally to meet the needs of the groups. These emergent roles will often substitute the assigned roles as individuals begin to express themselves and become more assertive. Group roles can then be classified into work roles, maintenance roles, and blocking roles.

ü  Work roles are task-oriented activities that involve accomplishing the group’s goals. They involve a variety of specific roles such as initiator, informer, clarifier, summarizer, and reality tester.

ü  Maintenance roles are social-emotional activities that help members maintain their involvement in the group and raise their personal commitment to the group. The maintenance roles are harmonizer, gatekeeper, consensus tester, encourager, and compromiser.

ü  Blocking roles are activities that disrupt the group. Blockers will stubbornly resist the group’s ideas, disagree with group members for personal reasons, and will have hidden agendas. They may take the form of dominating discussions, verbally attacking other group members, and distracting the group with trivial information or unnecessary humour. Often times the blocking behaviour may not be intended as negative. Sometimes a member may share a joke in order to break the tension, or may question a decision in order to force group members to rethink the issue. The blocking roles are aggressor, blocker, dominator, comedian, and avoidance behaviour.

·     Group Norms: Norms define the acceptable standard or boundaries of acceptable and unacceptable behaviour, shared by group members. They are typically created in order to facilitate group survival, make behaviour more predictable, avoid embarrassing situations, and express the values of the group. Each group will create its own norms that might determine from the work performance to dress to making comments in a meeting. Groups exert pressure on members to force them to conform to the group’s standards and at times not to perform at higher levels. The norms often reflect the level of commitment, motivation, and performance of the group. The majority of the group must agree that the norms are appropriate in order for the behaviour to be accepted. There must also be a shared understanding that the group supports the norms. It should be noted, however, that members might violate group norms from time to time. If the majority of members do not adhere to the norms, then they will eventually change and will no longer serve as a standard for evaluating behaviour. Group members who do not conform to the norms will be punished by being excluded, ignored, or asked to leave the group.

·         Group Cohesiveness: Cohesiveness refers to the bonding of group members or unity, feelings of attraction for each other and desire to remain part of the group. Many factors influence the amount of group cohesiveness – agreement on group goals, frequency of interaction, personal attractiveness, inter-group competition, favourable evaluation, etc. The more difficult it is to obtain group membership the more cohesive the group will be. Groups also tend to become cohesive when they are in intense competition with other groups or face a serious external threat to survival. Smaller groups and those who spend considerable time together also tend to be more cohesive.

3. Group Processes:

Decision-making by a group is superior, because group generates more information and knowledge, generates diverse alternatives, increases acceptance of a solution, and increases legitimacy. Decisions take longer time, minority is dominated, pressure is applied to conform to group decisions, and none is responsible for the decisions. Group processes also include communication, conflict management, and leadership.

§  Communication: Communication in small groups is interpersonal communication within groups of between 3 and 20 individuals. Groups generally work in a context that is both relational and social. Quality communication such as helping behaviors and information-sharing causes groups to be superior to the average individual in terms of the quality of decisions and effectiveness of decisions made or actions taken. However, quality decision-making requires that members both identify with the group and have an attitude of commitment to participation in interaction.

§  Conflict management:  Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting. Properly managed conflict can improve group outcomes.

§  Leadership: A good leader has a clear picture of future results and aligns organizational strategy with this vision. A leader must be intimately familiar with the end destination. Therefore, leadership also influence the formation of group behaviours.

4. Group Tasks:

·         Complexity:  A factor involved in a complicated process or situation in the group task. Group behavior is too formed based on the situation and complexity of task.

·         Interdependence:  Interdependence is the mutual dependence between two or more groups. In relationships, interdependence is the degree to which members of the group are mutually dependent on the others. This concept differs from a dependent relationship, where some members are dependent and some are not. Sometimes group behavior is formed based on the interdependence of group members.

CAUSES OF POOR GROUP DYNAMICS

Group leaders and team members can contribute to a negative group dynamic. Let's look at some of the most common problems that can occur:

§  Weak leadership: when a team lacks a strong leader, a more dominant member of the group can often take charge. This can lead to a lack of direction, infighting, or a focus on the wrong priorities.

§  Excessive deference to authority: This can happen when people want to be seen to agree with a leader, and therefore hold back from expressing their own opinions.

§  Blocking: this happens when team members behave in a way that disrupts the flow of information in the group. People can adopt blocking roles such as:

§  The aggressor: this person often disagrees with others, or is inappropriately outspoken.

ü   The negator: this group member is often critical of others' ideas.

ü   The withdrawer: this person doesn't participate in the discussion.

ü   The recognition seeker: this group member is boastful, or dominates the session.

ü   The joker: this person introduces humor at inappropriate times.

§  Group think: this happens when people place a desire for consensus above their desire to reach the right decision. This prevents people from fully exploring alternative solutions.

§  Free riding: here, some group members take it easy, and leave their colleagues to do all the work. Free riders may work hard on their own, but limit their contributions in group situations; this is known as "social loafing."

§  Evaluation apprehension: team members' perceptions can also create a negative group dynamic. Evaluation apprehension happens when people feel that they are being judged excessively harshly by other group members, and they hold back their opinions as a result.

EDUCATIONAL SIGNIFICANCE OF GROUP DYNAMICS /

IMPORTANCE OF GROUP DYNAMICS IN EDUCATION

According to A.I. Gates, Group Dynamics offers the best means available for the development of social skills essential of democratic living, better social understanding and preparing the individual members of the group for democratic citizenship.

§  The aim of using Group Dynamic in schools as an educational methods is neither to produce leaders not to find ways in which a person can get work done by a group. Its purpose is to promote, democratic activities.

§  In schools we find qualitative as well as quantitative individual differences in the abilities of persons present in a class. If every member takes active part in the activities of the group, the total work done by a group is more than the sum of the work done by them individually.  (For this reason only, John Deway advocated the  ‘Project method’ of teaching in schools).

§  Apart from intelligence and metal health of children prevalence of satisfying social climate in the classroom contributes to effective learning and maximum attainment. By making the students to function in small groups, sympathy for others and sense of ‘we-feeling’ will get increased among pupils, which ultimately lead to conducive social climate in the classroom.

§  At the beginning the school appears to be a gathering of a crowd. Each student is unfamiliar to every other student. Also there may not be much interaction between the pupils and teachers. Headmaster, teachers and parents should ensure mutual cooperation among themselves to promote the cooperative spirit among the pupils, leading to the emergence of school as a democratic community.

§  Inter-school competitions in sports and games, academics and co-curricular fields promote the feeling of solidarity among the pupils of respective schools participating in such competitions.

§  Tone and tradition of the school helps to establish effective community life in the school.

§  To give training for effective leadership to pupils and to develop democratic climate in the classrooms, provision should be made available to impart citizenship training and self-governance through various planned programmes.

§  Students and teachers should have clear cut ideas about the objectives and goals of the school so as to change the school into an ideal community. Beginning the school work every day with morning assembly, participation by all in different school functions and celebrations, common school uniform, school prayer etc. provide opportunities to develop the feeling of solidarity in the school.

§  Order and discipline are essential for effective functioning of any school. Though individualized instruction techniques could be employed for cognitive development of children, group dynamics should be profitably used to develop social skills and social maturity in children.

§  In forming teams for discharging responsibilities like keeping the campus clean, brining out school magazine, participating in inter-school competitions etc. abilities and interests of individual students should be kept in mind. Then only all in the group will realize their respective roles and act collectively as a group with high morale and cohesion. 

GROUP DYNAMICS

GROUP DYNAMICS

The word ”Dynamics” comes from the Greek word meaning ”force” ;hence group dynamics refers to the study of forces operating within a group.

Kurt Lewin, a social psychologist and change management expert, is credited with coining the term "group dynamics" in the early 1940s. He noted that people often take on distinct roles and behaviors when they work in a group. "Group dynamics" describes the effects of these roles and behaviors on other group members, and on the group as a whole. A group with a positive dynamic is easy to spot. Team members trust one another, they work towards a collective decision, and they hold one another accountable for making things happen. In a group with poor group dynamics, people's behavior disrupts work. As a result, the group may not come to any decision, or it may make the wrong choice, because group members could not explore options effectively. Group dynamics deals with the attitudes and behavioral patterns of a group. Group dynamics concern how groups are formed, what is their structure and which processes are followed in their functioning. Thus, it is concerned with the interactions and forces operating between groups. Group dynamics is relevant to groups of all kinds – both formal and informal.

FEATURES OF GROUP DYNAMICS

• Concerned with group - Group dynamics is concerned with group .Wherever a group exists the individuals interact and members are continuously changing and adjusting relationship with respect to each other. The members of the group may interact , may be in state of tension , may be attracted or repelled to each other , may seek the resolution of these tensions and return to equilibrium after the resolution. 
• Changes - Changes go on occurring like introduction of the new members, changes in leadership, presence of old and new members and the rate of change fast or slow. The groups may dissolve if the members are not enthusiastic about the goals, they have no faith in the ideology and donot identify themselves with the group. This means that the cohesiveness in the group has decreased. 
• Rigidity or Flexibility - There may be rigidity or flexibility (cohesiveness or conflict) that influence a group dynamics. If the members get along well there is smooth sailing for the group and if there is conflict it leads to problems. A rigid group may not change and lacks adaptability to change. But the members if are able to solves the problems, the equilibrium can be maintained. The conflict and tension if increases within the group, this can cause an open flare up and strong measures are urgently. 
• Group organization - The group organization is essential. It leads to greater group effectiveness, participation, cooperation and a constructive morale. The leader will be effective only if the group is organized and stable. Some degree of organization is essential for effective functioning of the group and depends on the proportion of the well-defined roles members have in the group. The organized group is one with every member having specific roles and acting towards other members in the prescribed manner. 
• Continuous process of restructuring, adjusting and readjusting members -Dynamic group always is in continuous process of restructuring, adjusting and readjusting members to one another for the purpose of reducing the tensions, eliminating the conflicts and solving the problems which its members have in common. The changes may take within a group and it is interesting to study the way the change do occur. The frequent changes indicate the capacity of the group to change and adapt.

PRINCIPLES OF THE GROUP DYNAMICS

• The members of the group must have a strong sense of belonging to the group. The barrier between the leaders and to be led must be broken down.
• The more attraction a group is to its members, the greater influence it would exercise on its members.
• The grater the prestige of the group member in the eyes of the member in the eyes of the members, the greater influence he would exercise on the theme.
•  The successful efforts to change individuals sub parts of the group would result in making them confirm to the norms of the group.
• The pressures for change when strong can be established in the group by creating a shared perception by the members for the need for the change.
• Information relating to the need for change, plans for change and the consequence of the changes must be shared by the members of the group.
• The changes in one part of the groups may produce stress in the other parts, which can be reduced only by eliminating the change or by bringing about readjustments in the related parts.
•  The groups arise and function owing to common motives.
• The groups survive by pacing the members into functional hierarchy and facilitating the action towards the goal.
• The intergroup relations, group organization, member participation is essential for effectiveness of a group. 

GROUP FORMATION

TYPES OF GROUPS

One way to classify the groups is by way of formality – formal and informal. While formal groups are established by an organization to achieve its goals, informal groups merge spontaneously.

Formal Groups:

Formal groups may take the form of command groups, task groups, and functional groups.

1.    Command Groups: Command groups are specified by the organizational chart and often consist of a supervisor and the subordinates that report to that supervisor. It is the collection of employees who report to the same supervisior. The existence of formal groups is represented on organizational charts as departments (such as finance, examination, academic, administrate). The leaders of the command group play an important role in determining the effectiveness of these groups.

2.    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. Task groups are also commonly referred to as task forces. The organization appoints members and assigns the goals and tasks to be accomplished. Examples: Giving the task to designing the syllabus under semester system. Other common task groups are ad hoc committees, project groups, and standing committees.

3.    Functional Groups: A functional group is created by the organization to accomplish specific goals within an unspecified time frame. Functional groups remain in existence after achievement of current goals and objectives. Examples of functional groups would be an academic department and an accounting department.

Informal Groups

In contrast to formal groups, informal groups are formed naturally and in response to the common interests and shared values of individuals. They are created for purposes other than the accomplishment of organizational goals and do not have a specified time frame. Informal groups are not appointed by the organization and members can invite others to join from time to time. Informal groups can have a strong influence in organizations that can either be positive or negative. Informal groups can take the form of interest groups, friendship groups, or reference groups.

1.    Interest Group: Interest groups usually continue over time and may last longer than general informal groups. Members of interest groups may not be part of the same organizational department but they are bound together by some other common interest. The goals and objectives of group interests are specific to each group and may not be related to organizational goals and objectives. An example of an interest group would be students who come together to form a study group for a specific class.

2.    Friendship Groups: Friendship groups are formed by members who enjoy similar social activities, political beliefs, religious values, or other common bonds. Members enjoy each other’s company and often meet after work to participate in these activities. For example, a group of employees who form a friendship group may have a yoga group, or a kitty party lunch once a month.

3.    Reference Groups: A reference group is a type of group that people use to evaluate themselves. The main objectives of reference groups are to seek social validation and social comparison. Social validation allows individuals to justify their attitudes and values while social comparison helps individuals evaluate their own actions by comparing themselves to others. Reference groups have a strong influence on members’ behavior. Such groups are formed voluntarily. Family, friends, and religious affiliations are strong reference groups for most individuals.

FACTORS OF GROUP FORMATION

There are various factors, which influence the formation of groups in organisations. Let us learn following important factors of group formation:

• Psychological Factors : After joining the organisation, individual joins a particular group in which he/she finds him/her interest, attitude, personality, perception etc. matching with other individuals within the department or the organisation. As a result, group is formed.
• Social Factors: Individuals also form or join the group based upon their social class, caste, and religion to satisfy their social needs. They do it primarily for satisfying their love, affection and care needs, which initially they feel deprived after leaving their families.
• Security Factors: As an individual, sometimes one can feel insecure over unexpected developments such as sudden health problem, termination, suspension, local problems etc., therefore, everyone likes to be in a group to feel secured to work. Especially in a new place, for a new employee, the security need could be one of the major factors for joining a group.
• Economic Factors: When an individual works in an organisation, he/she gets all types of economic incentives and benefits available within the rules and regulations. Sometimes organisations cannot meet an individual’s accidental or obligatory needs like money for marriage, house construction, medical care and other proposes. So he/she gets associated with those people who help him/her at the time of need.
• Cultural Factors: Individuals come to work from different society and culture. In case the place at which they work are far away from their place of origin, region and culture; they feel like a fish out of water. It may be due to the absence of cultural celebrations. This is one of the reasons for which people coming from same culture, tradition and speaking similar language usually form the group.
• Proximity, Interaction, Interest and Influence: This is one of the common and logical reason for which people form the group in the organisation. Some people have to work together. Due to the similarity of nature of job, they have to interact with each other for this purpose. In course of interaction, interest develops which ultimately influences each other to sit, eat, discuss and share besides working together.

THEORIES OF GROUP FORMATION

There are four theories explaining why people interact and form groups. These are:

• Proximity Theory: Individuals tend to affiliate with one another because of spatial or geographical proximity or nearness. For instance, peasants in a village or students next to each other in class interact more and thus will eventually form a group.
• Activity Theory: When people are involved in similar activities, they tend to generate spontaneous interaction and sentimentality leading to cooperation and problem solving. Commonness in occupational interests makes it possible for people to socialize on a wide range of issues related to the particular activity.
• Exchange/Benefit Theory: It holds that some groups are formed purely on business-like relations. Members will only decide to form, join or continue together on the basis of the gains thereafter. Rewards in this context, will yield gratification while the costs involved include material loss, privileges, anxiety, frustrations or fatigue. The rewards could be tangible or non-tangible e.g power, leadership and prestige.
• Balance Theory: It borders closely with the activity theory except that it would draw on emotional cum-intellectual dimension of the interaction. People are attracted together on the basis of similar attitudes towards life e.g likes and dislikes, beliefs, political ideologies etc. 

GROUP

GROUP

INTRODUCTION

People may underestimate the importance of society and group memberships on their lives. Within an organization we do find number of groups. Individuals joining group (s) is a reality – may be formal or informal groups. People work in groups quite frequently and in many different areas of their life e.g. at work, school/college, sport, hobbies. The managers need to understand Group Dynamics that can enable managers to adopt the right approach of interacting with them.

A GROUP

Every organization is a group unto itself. A group refers to two or more people who share a common meaning and evaluation of themselves and come together to achieve common goals. In other words, a group is a collection of people who interact with one another; accept rights and obligations as members and who share a common identity. A group may be defined as a collection of people who have a common purpose or objective, interact with each other to accomplish the group objectives, are aware of one another and perceive themselves to be part of group.

CHARACTERISTICS OF A GROUP:

Regardless of the size or the purpose, every group has similar characteristics:

a)        2 or more persons (if it is one person, it is not a group)

b)        Formal social structure (the rules of the game are defined)

c)        Common fate (they will swim together)

d)        Common goals (the destiny is the same and emotionally connected)

e)        Face-to-face interaction (they will talk with each other)

f)        Interdependence (each one is complimentary to the other)

g)        Self-definition as group members (what one is who belongs to the group)

h)        Recognition by others (yes, you belong to the group).

PROCESS OR STAGES OF GROUP DEVELOPMENT:

Group Development is a dynamic process. There is a process of five stages through which groups pass through. The process includes the five stages: forming, storming, norming, performing, and adjourning.

Forming:

The first stage in the life of a group is concerned with forming a group.  At this stage, members try to know each other and establish a common understanding among them. They struggle to clarify group goals and determine appropriate behaviour within the group. The forming stage is completed once individuals within the group feel that they are truly the members of the group.

Storming:

          It is second stage of group formation. As its name implies, this stage is characterised by considerable amount of conflict. At this stage, group members try to resist for being controlled by the group very often, the members disagree about who should lead the group. They also have difference of opinion over how much power should the leader of their group have, etc. This stage is completed when group members no longer resist the group’s control and there is mutual understanding and agreement about who will lead the group. Normally this stage is completed when group members consider that is it is better to work together for the achievement of the group goals.

Norming:

The third stage of group development is marked by a more serious concern about task performance. At this stage, group members really start feeling that they belong to the group. They develop a very close intimacy and relationship with one another. A feeling of friendship develops among them. A well-developed sense of common purpose of the group emerges among the members. In this stage, group members agree on standards to guide the behaviour in the group. Members begin to take greater responsibility for their own group and relationship while the authority figure becomes relaxed. Once this stage is complete, a clear picture will emerge about hierarchy of leadership. The norming stage is over with the solidification of the group structure and a sense of group identity and camaraderie.

Performing:

This is a stage of a fully functional group where members see themselves as a group and get involved in the task. Each person makes a contribution and the authority figure is also seen as a part of the group. When this stage reaches, the group is ready to tackle all types of group tasks. The members of the group work toward achievement of the group goals. The real work of the group gets accomplished at this stage. Group norms are followed and collective pressure is exerted to ensure the Process of Group effectiveness of the group. The group may redefine its goals Development in the light of information from the outside environment and show an autonomous will to pursue those goals. The long-term viability of the group is established and nurtured.

Adjourning:

At this stage, a group disbands after having accomplished its goals. However, ongoing work groups in organisations do not go through this stage rather they remain at the performing stage. In the case of temporary groups, like project team, task force, or any other such group, which have a limited task at hand, also have a fifth stage, This is known as adjourning. The group decides to disband. Some members may feel happy over the performance, and some may be unhappy over the stoppage of meeting with group members. Adjourning may also be referred to as mourning, i.e. mourning the adjournment of the group.