Organizational Behaviour - Group Dynamics

Group dynamics refers to the patterns of interaction, relationships, and behaviors that develop within a group of individuals working together. It involves understanding how individuals influence each other, how roles and responsibilities evolve, and how the group works toward its goals. Group dynamics can be influenced by various factors, including personality, communication styles, group size, leadership, and the group's objectives.

1. organizational Behaviour ( GROUP DYNAMICS ) Dr DINESH S Assistant Professor Department of Management Sciences Sri Ramakrishna College of Arts & Science (Autonomous) Coimbatore - 641 006 Tamil Nadu, India

2. Types of Groups Formal Groups : These are created by an organization or society for specific tasks or objectives. Examples include project teams, departments, or committees. Informal Groups : These form naturally without any formal structure or designation. Examples include friend groups, social circles, or interest-based groups. Task Groups : Groups formed to perform a specific task or project. Interest Groups : Groups formed around common interests or goals. Friendship Groups : Groups formed on the basis of personal relationships and bonds.

3. Functions of Groups Social Function : Groups provide a sense of belonging and support to their members. Task Function : Groups perform tasks or work together to achieve common goals. Security Function : Groups offer a safety net, providing emotional support and reducing uncertainty. Status Function : Being part of a group can confer status or recognition.

4. Stages of Group Formation Forming : Group members get to know each other, and there is uncertainty about roles, objectives, and group dynamics. Storming : Conflicts and disagreements arise as members assert their opinions, leadership styles, and roles. Norming : The group starts to resolve differences, establish norms, and work more cohesively. Performing : The group is functioning at its best, with clear roles, effective communication, and collaboration to achieve goals. Adjourning : The group disbands once its objectives are completed (this stage is particularly relevant for temporary task forces or project teams).

5. Group Processes Group Norms : Shared beliefs and expectations that guide behavior in the group. These norms influence how members interact and perform tasks. Group Roles : The specific functions or behaviors expected from members within the group. These can be formal (e.g., leader, facilitator) or informal (e.g., harmonizer, gatekeeper). Group Cohesiveness : The degree to which group members are attracted to each other and are committed to the group's goals. High cohesiveness often leads to better performance and satisfaction. Group Size : The size of a group affects communication and effectiveness. Smaller groups often have better communication and decision-making, while larger groups can benefit from diverse perspectives but may struggle with coordination.

6. Threats to Group Effectiveness Poor Communication : Lack of clear, open communication can lead to misunderstandings, confusion, and poor collaboration. Conflict : While some conflict can be productive, unresolved or negative conflict can harm group relationships and hinder performance. Lack of Leadership : Without strong leadership, a group may struggle with direction, coordination, and motivation. Groupthink : A situation where the desire for harmony or conformity in the group leads to poor decision-making or failure to consider alternative viewpoints. Social Loafing : When some group members put in less effort because they assume others will compensate for them.

7. Evolution of Groups into Teams – Creating an Effective Team Transformation : Groups become teams when they shift from merely working together to collaborating towards a shared goal with interdependence and mutual accountability. Characteristics of Effective Teams : Clear objectives and goals. Strong communication and trust. Defined roles and responsibilities. Shared responsibility for outcomes. Supportive leadership and collaboration

8. Conflicts – Sources and Types Sources of Conflict : Interpersonal Conflicts : Arise from personality clashes, differences in values, or miscommunication. Task Conflict : Occurs when there are disagreements over the content or goals of the task at hand. Role Conflict : Occurs when there are disagreements or ambiguity regarding roles within the group. Structural Conflict : Resulting from power imbalances, resource allocation, or organizational structure. Types of Conflict : Functional Conflict : Constructive disagreement that can lead to better solutions and ideas. Dysfunctional Conflict : Destructive conflict that harms relationships and hampers productivity.

9. Conflict Management Approaches Avoidance : Ignoring the conflict or withdrawing from the situation. Accommodating : One party gives in to the other’s demands to preserve harmony. Competing : One party pursues their own interests at the expense of others. Compromising : Both parties give up something to reach a mutually acceptable solution. Collaborating : Both parties work together to find a win-win solution that satisfies everyone's needs. An effective approach to conflict management depends on the nature of the conflict, the relationships between group members, and the desired outcome.

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