School of Industrial Fisheries, CUSAT

1. Group
&
Group Dynamics
Jithin E S
Ιst MFSc SS & T
SIF
CUSAT

2.  A group is defined as two or more individuals
interacting and interdependent, who have come
together to achieve particular objectives.
Two or more individuals that interact with one
another, accept expectations and obligations as
members of the group, and share common identity.
Group

3. Even though most of the social groups are
considerably smaller, our society can be viewed as a
large group.
A true group exhibits some degree of social
cohesion and is more than a simple collection or
aggregate of individuals, such as people waiting at a
bus stop.
Characteristics shared by members of a group may
include interests, values, ethnic or social backgound,
and kinship ties.

4. Important characteristics of groups
1. Social interaction: The members of a group affect each other and
there is a definite pattern of interaction among them.
2. Stability: Groups also must possess a stable structure. Although
groups can change, which often they do, there must be some stable
relationship that keeps the group members together and functioning
as a unit.
3. Common interests or goals: Members of a group must share
some common interests or goals that bind the group together.
4. Recognition as being a group: It is not just being together would
ensure the formation of a proper group. The members of the group
must also perceive themselves as a group. They must recognize
each other as a member of their group and can distinguish them
from non-members.

5. Why Do People Join Groups..?
Security:
Joining groups reduces insecurity of “standing alone”
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’t individually.
Goal Achievement:
Pooling talent, knowledge and power is needed to accomplish
particular tasks.

6. 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 organizational
behavior.
Group Dynamics

7. Group Dynamics is the study of groups, and also a
general term for group processes.
Relevant to the fields of psychology, sociology, and
communication studies, a group is two or more
individuals who are connected to each other by social
relationships.
Because they interact and influence each other,
groups develop a number of dynamic processes that
separate them from a random collection of individuals.
These processes include norms, roles, relations,
development, need to belong, social influence, and
effects on behavior.
The field of group dynamics is primarily concerned
with small group behavior.

8. FORMAL GROUP INFORMAL GROUP
A designated work
group defined by
the organization’s
structure.
A group that is neither
formally structured
nor organizationally
determined; appears
in response to the
need for social
contact.
Types of Groups

9. 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
boards of directors.

10. 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 Groups

11. 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
organizational chart.
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.

12. 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.
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 task groups are ad hoc committees, project
groups, and standing committees.

13. INFORMAL GROUPS
These groups are natural formations in the work environment
that appear in response to the need of social contact.
An informal work group is a group formed by employees of an
organization that is created under no directive from
management but simply because group members have a
shared common interest.
 The group may focus on issues that run counter to
organizational norms or may exist to improve functions of the
workplace or morale.
Informal groups are the groups that are neither formed in
response to any organizational requirement nor have a formally
defined structure of relationship between the group members.
When an informal group adopts a formally defined structure
and group processes, it no longer remains an informal group.

14. Characteristics of Informal Groups
 Creation
It is not created by the organisation but springs up spontaneously
 Satisfaction of Needs
The needs which cannot be satisfied within the framework of formal
organisation, like social and psychological needs of people, such people
create informal groups.
 Voluntary Membership
Nobody is compelled to join an informal organization.
 Multi-Group Membership
A member of an informal group can be a member of more than one informal
group to pursue different interests
 Systems and Processes
Members of such groups follow their own norms, leadership, communication,
etc. to remain cohesive. The communication channels are referred to as
‘Grapevine’. Grapevine i.e., informal channel runs very fast to spread the
information across the organization.
 Leadership
Every informal group has a leader, selected by the group, and who is
capable of helping to realize their goals. The moment it is realized that the
leader is incapable, (s) he is replaced with a new leader.

15. Interest Groups
An interest group is an organization of people
who share a common interest and work together
to protect and promote that interest by
influencing the government.
 Interest groups vary greatly in size, aims, and
tactics.
 Political scientists generally divide interest
groups into two categories: economic and
noneconomic.

16. 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 an exercise group, a Volleyball team, or an
outing lunch once a month.
Friendship groups develop among the organizational
members when they share some common interest like
participating in some sports activities or staging the office
drama, etc

17. 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 plan work
and to deliver results.
Stages of Group Development

18. 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

20. FORMING STAGE
 Forming is the initial stage of group development
when the group members first come in contact
with others and get acquainted with each other.
This stage is characterized predominantly by a
feeling of uncertainty among the group members
as they now try to establish ground rules and
pattern of relationship among themselves.

21. STORMING STAGE
Storming is the next stage that is characterized by a
high degree of conflict among the members.
Members often show hostility towards each other and
resist the leader‘s control.
If these conflicts are not adequately resolved, the
group may even be disbanded
But, usually the group eventually comes in terms with
each other and accepts the leadership role at the end
of this stage.

22. NORMING STAGE
Norming is the third stage of the group development
process during which the group members become
closer to each other and the group starts functioning
as a cohesive unit.
The group members now identify themselves with
the group and share responsibility for achieving the
desired level of performance of the group.
Norming stage is complete when the group
members can set a common target and agree on the
way of achieving this.

23. PERFORMING STAGE
Performing is the fourth stage when the group is
finally ready to start working.
As the group is now fully formed after resolving their
internal conflicts of acceptance and sharing
responsibility, they can now devote energy to achieve
its objectives.

24. ADJOURNING STAGE
Adjourning is the final stage when the group, after
achieving the objectives for which it was created,
starts to gradually dissolve itself.

25. Factors Affecting Group Behaviour
The success or failure of a group depends upon so many
factors.
Group member resources,
Group Structure (group size, group roles, group norms,
and group cohesiveness), and
Group processes (the communication, group decision
making processes, power dynamics, conflicting interactions,
etc.)

26. Group Decision Making
Group decision making is a type of participatory process in
which multiple individuals acting collectively, analyze
problems or situations, consider and evaluate alternative
courses of action, and select from among the alternatives a
solution(s).
The number of people involved in group decision-making
varies greatly, but often ranges from two to seven.
The individuals in a group may be demographically similar or
quite diverse.
Decision-making groups may be relatively informal in nature,
or formally designated and charged with a specific goal.
The process used to arrive at decisions may be unstructured
or structured.

27. 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.
Group shift is basically a change in riskiness of a decision. This
means that based on your individual decision. 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.
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, as the shared risk makes the
individual risk less.
What Is Group Shift?

28. Causes of Group Shift
Group diffuses responsibility: A diffusion of responsibility
throughout the group seems to give members of the 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.

29. What is Groupthink?
Groupthink is a phenomenon that occurs when the
desire for group consensus overrides people's
common sense desire to present alternatives, critique
a position, or express an unpopular opinion.
Here, the desire for group cohesion effectively drives
out good decision-making and problem solving.

30. Symptoms of Groupthink
• 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 misgivings.
• There appears to be an illusion of unanimity.

31. Conclusion
When the group process is executed effectively a
group can be used to pool the ideas and experiences
of its members in search for a collective outcome.
Group can help organizations of all types be more
efficient in problem solving by pooling experienced
employees to work together. A key to an effective team
is to understand group dynamics. Good group
dynamics begin with good relationships, both on an
individual basis and the relationships of individuals
with the team.