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I.INTRODUCTION
A group is a social unit which consists of a number of individual who stand
in definite status and role relationship to one another and which posses a set of
values or norms of its own regulating the behaviour of individual members at least
in matters of consequence to the group"."Group Dynamics" refers to the complex
forces that are acting upon every group throughout its existence which cause it to
behave the way it does. The group will have a name for example, Nurse
administrators. It would have its constitution - all the ward sisters, departmental
sisters, assistant nursing superintendents and nursing director. It would have the
ultimate purpose - to improve the patient care (as for the example given above). A
group will also have dynamics - it is always moving, doing something, changing,
interacting and reacting. The interaction of these forces and their resultant effects
on a given group constitute its dynamics.
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
organizationalbehavior.
II.MEANING
The word dynamics means ‘force’. 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.
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The social process by which people interact with each other in small groups can be
called group dynamism. A group has certain common objectives and goals and
members are bound together with certain values and culture.
III.DEFINITION
Groups are units composed of two or more persons who come in to contact
for a purpose and who consider the contact meaningful.
Theodore.M.Mills
A group is any collection of human beings who are brought into social
relationship with one another. Maclver
IV.CHARACTERISTICS OF GROUP
1. Purpose and Mission: The purpose and mission may be assigned to a group or
may emerge from within the group. Even in the case of an assigned mission,
the group may re-examine, modify, revise, or question the mission. It may also
embrace the mission as stated. The mission statement is converted into a
specific agenda, clear goals, and a set of critical success factors. Stating the
purpose and mission in the form of specific goals enhances productivity over
and above any performance benefits achieved through individual goal setting.
2. Behavioural Norms: Behavioural norms, which evolve over a period of time,
are well-understood standards of behaviour within a group. They are
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benchmarks against which team members are evaluated and judged by other
group members. Some behavioural norms become written rules while other
norms remain informal, although they are no less well understood by group
members.
3. Group Cohesion: It enables a group to exercise effective control over its
members in relationship to its behavioural norms and standards. Goal conflict
in a group, unpleasant experiences, and domination of a subgroup are among
the threats to a group's cohesion. Groups with low levels of cohesion have
greater difficulty exercising control over their members and enforcing their
standards of behaviour.
Group cohesion is influenced by a number of factors, most notably time, size,
the prestige of the team, external pressure, and internal competition. Group
cohesion evolves gradually over time through a group's normal development.
4. Status Structure: Status structure is the set of authority and task relations
among a group's members. The status structure may be hierarchical or
egalitarian (democratic), depending on the group. Successful resolution of the
authority issue within a team results in a well-understood status structure of
leader-follower relationship. Where leadership problems arise, it is important to
find solutions and build team leader effectiveness.
External Conditions Imposed on the Group
Groups are a subset of a larger organization system. Therefore, the organization
will impose some conditions on the group. These external conditions are: -
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2. Organizational Culture: Every organization has an unwritten culture that
defines standards of acceptable and unacceptable behaviour for employees.
Members of work groups have to accept the standards implied in the
organization's dominant culture if they are to remain in good standing.
3. Formal Regulations: Organizations create rules, procedures, policies and other
forms of regulations to standardize employee behaviour. The more formal
regulations that the organization imposes on all its employees, the more the
behaviour of work group members are consistent and predictable.
4. Organizational Resources: When organizations have limited resources, so do
their work groups. What a group actually accomplishes is, to a large degree,
determined by what it is capable of accomplishing. The presence or absence of
resources such as money, time, raw materials and equipment – which are
allocated to the group by the organization – has a large bearing on the group's
behaviour.
5. Physical Work Setting: The physical work setting imposed on the group by
eternal parties has an important bearing on work group behaviour. They
physical setting creates both barriers and opportunities for work group
interaction. Workers will not be able to waste time if their superiors work close
to them.
6. Reward System: Since work groups are part of the larger organizational
system, group members will be influenced by how the organization evaluates
performance and what behaviours are rewarded.
V.TYPES OF GROUPS
a. Command groups
Command groups are specified by the organizational chart and often consist
of a supervisor and the subordinates that report to that supervisor. An example of a
command group is an academic department chairman and the faculty members in
that department.
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b. Task groups
c. Functional 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. For
example, employees who form an informal group can either discuss how to
improve a production process or how to create shortcuts that jeopardize quality.
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Informal groups can take the form of interest groups, friendship groups, or
reference groups.
d. Interest groups
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.
e. 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.
f. Reference groups
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group of employees that work in a different department or even a different
organization. Family, friends, and religious affiliations are strong reference groups
for most individuals.
A team cannot be expected to perform well right from the time it is formed.
Forming a team is just like maintaining a relationship. It takes time, patience,
requires support, efforts and members often go through recognizable stages as
they change from being a collection of strangers to a united group with common
goals.
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Members are discreet with their behavior, which is driven by their desire to be
accepted by all members of the group. Conflict, controversy, misunderstanding
and personal opinions are avoided even though members are starting to form
impressions of each other and gain an understanding of what the group will do
together.
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open communication, bonding, and mutual respect. If there is a dispute or
disruption, it’s comparatively easy to be resolved and the group gets back on
track. Group leadership is very important, but the facilitator can step back a little
and let group members take the initiative and move forward together.
This stage looks at the team from the perspective of the well-being of the team
instead of the perspective of handling a team through the original four stages of
team growth.
VII.GROUP ROLE
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assign them responsibility. But, group roles are usually not explicitly prescribed in
informal groups. That is why in informal groups, one group member may perform
several roles or several members may also perform the same role.
These are the activities that disrupt or destroy the group. These activities
mayinclude such things as dominating the discussion, attacking other group
members, disagreeing unreasonably with other group members and distracting
group by unnecessary humor.
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VIII. PRINCIPLES OF GROUP DYNAMICS
b. 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.
c. Principle of Conformity
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d. Principle of Change
e. Principle of Readjustment
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.
g. 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.
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h. 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.
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.
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.”
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It is a very comprehensive theory and based on activities, interactions and
Homan’s theory is based on sentiments. These three elements are directly related
to each other. The members’ activities interactions and 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. These sentiments gradually get expressed through the formation
of informal groups. If any disturbance is caused to any of the three-activities,
interactions and sentiments, it is likely to disturb all the others.
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.”
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Thus, the balance theory is additive in nature in the sense, that it introduces the
factor of balance to the propinquity and interaction factors. There must be a
balance in the relationship between the group members for the group to be formed
and for its survival. The following -figure shows the balance theory.
Individual (A) will interact and form a relationship/group with individual (B)
because of common attitudes and values (C). Once this relationship is formed, the
participants strive to maintain a symmetrical balance between the attraction and
the common attitudes. If an imbalance occurs, an attempt is 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 of
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.
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X.SIGNIFICANCE OF GROUPS AND GROUPS DYNAMICS IN
NURSING
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XI.SUMMARY
XII.CONCLUSION
XIII.BIBLIOGRAPHY
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