What is a group?

A group refers to two or more individuals who have come together with a common objective. The members of a group interact and are interdependent on each other with the view of achieving a particular objective. Groups are of 2 broad categories: formal group and informal group.

An organizational structure defines the formal groups with establishing a set of tasks and jobs. The main purpose of forming formal groups is to help the organization achieve certain objectives. Examples of formal groups are departmental teams, project groups who work as a group until the completion of the project, etc.

Informal groups are those groups that do not get their definition and formation by an organization. Informal groups are neither formal structures or have an organizational determination.

They are simply a group of people who have come together in an informal manner to achieve a particular goal. Examples of informal groups are family and related groups, friend groups, social peer groups, etc.

Why do people join groups?

People join groups and want to be a part of a group for one or more of the following reasons:

• To receive a sense of social security and safety.

• Being excluded from a group or not being a part of a group can pull down one’s status. Therefore, one of the reasons is to satisfy the status demands.

• To have self-esteem is crucial for everyone in every part of the social strata.

• Affiliation to the idea of having a system to provide you with moral support and help you achieve goals.

• Being a part of a group often gives you a subtle sense of power.

• Last but not least, a group can help in the process of successful goal achievement.

The 5 Stages of Group Formation

Tuckman was responsible for coining the 5 main stages in the process of group discussion. They are also known as Tuckman’s 5 stages of group development. Moreover, these stages of group formation are meant to be followed in the exact sequence as they are below:

1. Forming

This is a beginning stage and lasts only a few days (or weeks). Members begin by planning their work and their new roles. Moreover, the emotions here are positive. The groups should begin by learning about team processes in preparation for the rough times ahead.

However, it is crucial for them to learn the aspects of conflict resolution, communication, group decision-making and time management.

2. Storming

There exists a considerable amount of fights and arguments in this stage. People begin to feel the stress of frustration, resentment, and anger. Moreover, as the problem festers, the job remains undone.

Managers also experience frustration and are worried about the situation, thereby, are tempted to intervene. Members experience a drastic emotional roller coaster from elation to depression.

Moreover, the situation seems bleak. Usually, the storming period may last 1-2 months. Also, without effective training and support, the team may experience retarded growth.

Conflicts are usually frowned upon. However, they are the definition of normal, natural, and even necessary events in an organization. It is critical for the group to handle it well because they are great in helping to build skill and confidence for the next stage

3. Norming

In the norming stage, the group works through individual and social issues. The group establishes its own norms of behaviour and begin to trust each other. Moreover, as the group develops interpersonal skills, it becomes all the more skilled.

Members begin the art and knack of problem-solving. They also cross-train and learn new and adequate job skills. This stage usually lasts for 4-12 months.

4. Performing

In this stage, the group is ready to begin performing its respective task and assigned jobs. In this stage, the group has become well acquainted with one another and has clarity with regard to what needs to and has to be done. The performing stage begins when the group is comfortable to work and ends when the job is completed.

5. Adjourning

Post the performing stage, the group is adjourned. The adjourning stage ends the process of group formation. Because the group is adjourned once the task that is assigned to the group is completed.

Group Dynamics

Group dynamics deals with the attitudes and behavioral patterns of a group. It can be used as a means for problem-solving, teamwork, and to become more innovative and productive as an organization. 

Meaning And Definitions Of Group Dynamics

The term ‘group dynamics’ means the study of forces within a group. Since human beings have an innate desire for belonging to a group, group dynamism is bound to occur. In an organization or in a society, we can see groups, small or large, working for the well-being.

The social process by which people interact with one another in small groups can be called group dynamism. A group has certain common objectives & goals. Because of which members are bound together with certain values and culture.

Importance of Group Dynamism

1. Firstly, a group can influence the way the members think. The members are always influenced by the interactions of other members in the group. A group with a good leader performs better as compared to a group with a weak leader.

2. The group can give the effect of synergy, that is, if the group consists of positive thinkers then its output is more than double every time.

3. Group dynamism can furthermore give job satisfaction to the members.

4. The group can also infuse the team spirit among the members.

5. Even the attitude, insights & ideas of members depend on group dynamism. For example, negative thinkers convert to positive thinkers with the help of the facilitator.

6. Also, if the group works as a cohesive group, the cooperation and convergence can result in maximiza­tion of productivity

7. Furthermore, group dynamism can reduce labor unrest. Lastly, it reduces labor turnover due to emotional attach­ment among the group members.

Classification of Group Dynamics

With the advancement of societies, several social groups emerged over the course of time. Since every such group has its own ideologies and attitudes, each one functions differently. Individual members with differing thought processes exert even more influence in their functioning. This is why we need to study the classification of groups to understand how they operate. We can classify groups into the following general categories:

1) Primary v. Secondary Groups

Primary groups are those which are generally small in size and emerge due to feelings of intimacy or friendship. For example, family groups, groups of friends in offices, etc.

On the other hand, secondary groups are much larger and are based on the mutual beliefs of members. The members of these groups might not interact with each other personally. For example, associations of people belonging to a profession, like doctors or lawyers, are secondary groups. 

2) Membership v. Reference Groups

Membership groups are those to which people belong, while reference groups are those to which they wish to belong.

3) Command v. Task Groups

Command groups involve a hierarchical structure wherein a member with a superior rank oversees other members. For example, the manager of a shop and his subordinate sales staff will become a command group.

In a task group, members perform the same functions but they do not share a hierarchical command structure. For example, all the sales staff members together subordinate to the manager of the shop.

4) Interest v. Friendship Groups

An interest group always involves members sharing common and mutual goals. For example, a firm of partners will be an interest group. A friendship group, however, need not have common interests but members share mutual attributes. For example, they may belong to the same place or support the same sports team.

5) Psychological v. Social Groups

In a psychological group, two or more members interdependent on each other together influence other members as well. For example, parents in a family might dictate how all family members will behave.

A social group comprises of interrelated psychological groups that have the same objectives. For example, members of regional offices of a company along with those at its headquarters.

6) Formal v. Informal Groups

Formal groups are those which emerge out of a formal authority that has specific objectives. For example, a trade union will be a formal group. The members of formal groups behave according to their mutual goals.

Informal groups emerge not from formal authorities but rather from personal or social interactions. The members of these groups might or might not have specific common goals. These groups generally emerge from feelings of friendship or camaraderie.

Various management theorists and thinkers have further studied informal groups into more sub-categories. The following are some such classifications.

Informal Groups according to Mayo and Lombard

a) Natural Groups: These groups generally do not require internal structures.

b) Family groups: These groups always involve a few members who influence the functioning of other members.

c) Organized groups: These groups involve the leadership of a few members. Furthermore, these few members use their intelligence and skills to maintain group integrity and unity.

Informal Groups according to Sayles

a) Apathetic groups: These groups basically have informal attitudes towards the larger informal groups. They often have a lack of unity and members indulge in conflicts frequently.

b) Erratic groups: The most important feature of these groups is that they keep fluctuating between cooperation and antagonism. This is because of distrust, lack of a clear unity, breakdown of communication, etc.

c) Strategic groups: These groups generally have consistent pressures, group unity and unanimity of purpose.

d) Conservative groups: Unlike strategic groups, these groups have moderate unity and pressures but they still achieve results.

Informal Groups according to Dalton

Dalton generally studied the classification of groups in terms of hierarchies usually in workplaces. He classified informal groups as follows:

a) Horizontal groups: Members generally perform more or less the same work and have the same rank.

b) Vertical groups: Unlike horizontal groups, members of vertical groups work at different levels in a particular department.

c) Mixed groups: Members of different ranks and departments work together in these groups.

Important Principles of Group Dynamics

Some of the most critical principles of group dynamics are as follows:

1. The Principle of Belongingness

An essential group dynamic is for the group members to have a strong sense of togetherness. Moreover, a group will not be able to function to its fullest without the coordination and belongingness that the members feel.  It is very important for the group members to feel like they belong to the right group.

Moreover, this feeling of belongingness is what drives the group to perform their best, in turn boosting the group morale. Therefore, the principle of belongingness is a rather important principle of group dynamics.

2. The Principle of Perception

This principle focuses on the prestige of group members and how the group members perceive this prestige. It is very similar to the principle of status. However, this principle of group dynamic states that the greater the prestige, the greater is the influence.

In addition, the principle of perception throws light on the importance of group perception. Moreover, this ensures coordination, a common direction and the successful completion of the objectives.

3. The Principle of Conformity

This principle of conformity states the importance of the group members to conform to the general group norms. However, this principle is one of the most essential rules which is the most difficult to achieve.

4. The Principle of Change

The principle of change is one such important principles of group dynamics that state the significance of the change. Every decision in a group is bound to change at a specific point in time.

A well-balanced and coordinated group would not suffer from this change. Moreover, this group dynamic principle stresses the importance of handling a change well.

5. The Principle of Readjustment

This principle is a result of the principle of change. Due to changes made in a group, the group norms, the group objectives or the group member delegation, readjustment of the entire group dynamics is crucial.

Therefore, this principle of readjustment emphasizes on the essentiality of readjusting the group dynamics after implementing a change. The readjustment should be in sync with the achievement of the group goal.

6. The Principle of Common Motives

The main purpose behind the creation of groups is to aid the process of goal achievement. The group members have a common motive which involves the successful attainment of the pre-determined goal. To know more about the various aspects of group decision making.

7. The Goal Orientation

Every group is created with the aim to achieve the goal with the help of their common motive. The primary principle of the group is that they are goal oriented and focus all their activities towards the successful completion of the task.

8. The Principle of Power

Being a part of a group can let a group member believe that they have powers vested in them. One of the more critical principles of group dynamics is the existence of power among the group members.

9. The Continuous Process Principle

Last but not least, group functioning is a continuous process. This principle states that every group so formed and every member who is a part of such a group is responsible for the continuous functioning of the same group.

Groups adjourn only upon the completion of the task or the achievement of the goal. Until then, the principle of the continuous process is widely applied to group dynamics.