Showing posts with label Group. Show all posts
Showing posts with label Group. Show all posts

Techniques for Improving Decision Making

There may be some common errors and difficulties in decision making. Managers need to avoid these errors and difficulties so as to increase the decision quality and improve the end results. There are two types of decision makings i.e. individual decision making and group decision making. Their brief introduction and ideas for improving quality of decision making are given below: 

a) Improving Individual Decision Making 

Individuals think and reason before they act. Under some decision situations, people follow the rational decision making model. But for most people, and for most non-routine decisions, this is probably more the exception than the rule. Few important decisions are simple or unambiguous enough for rational model's assumptions to apply. So, individuals look for solutions that satisfy rather than optimize injecting biases and prejudices into the decision process, and relying on intuition. For the quality improvement in individual decision making, following points can be taken for the considerations. 

1. Analyze the situation 

Adjust our decision making style to the different situations in which you are operating and to the criteria your organization evaluates and rewards. 

2. Be aware of biases and prejudices

We all bring biases to the decisions we make. If you understand the biases influencing your judgment you can begin to change the way you make decisions to reduce those biases. 

3. Combined rational analysis with intuition 

Rational analysis and intuition are not conflicting approaches to decision making. By using both, you can actually improve your decision making effectiveness. As you gain managerial experience, you should feel increasingly confident in imposing your intuitive processes on the top of your rational analysis. 

4. Don't assume that your specific decision style is appropriate for every job 

Your effectiveness as a decision maker will increase if you match your decision style to the requirements of the job. For example, if your decision making style is directive, you will be more effective working with people whose jobs require quick actions. Similarly, an analytic style on the other hand, would work well managing accountants, market researchers, or financial analysts. 

5. Try to enhance your creativity 

Openly or clearly look for novel solutions to the problems in new ways and use analogies. Additionally, try to remove work and organizational barriers that might hamper your creativity. 

6. Others 

Increase information inputs, proper communication, select appropriate timing, increase acceptance and commitment, create supportive environment, change personal negative habits and attitudes, proper reward and punishment system, calculate risk and return etc. for improving quality of individual decision making. 


b) Improving Group Decision Making 

Inspite of problems in group decision making, there are ways to minimize the effect of time constraint, groupthink, group polarization and conformity to peer pressures. Participation, communication, free flow of information, changes of interaction and respect for each individual member in the group are the main factors that lead to improved decision making. Below presented are some important techniques frequently used by organizations in making effective group decisions. 

1. Interacting Group 

Interacting groups are formally created to take a decision on a specific task. In these groups, members meet face to face and rely on both verbal and non-verbal interaction to communicate with each other. Interacting groups often censor themselves and pressure individual members toward the conformity of an opinion. It is the traditional but most common form of group decision making technique. 

2. Brainstorming 

It is one of the most popular forms of interactive group decisions. Under this technique, group members are free to generate different ideas and alternatives to solve novel problems. In other words, interaction is free and open and finally with the accumulation of pooled information and derived judgments, consensus is achieved. It is thus, an interpersonal free exchange and sharing of ideas converted into decision. It is applied during idea generation phase of decision making. Alex Osborn (1953) introduced the concept of brainstorming for the selection of different courses of action. There are different rules for brainstorming which are as follows: 
  • Do not criticize ideas: Members are not allowed to criticize the ideas given by their colleagues during brainstorming. 
  • Provide as many ideas as possible: Another rule for brainstorming is collection of ideas from as many members as possible. All the presented ideas are noted down for further discussion.
  • Speak freely: Every member is free to put ideas no matter how wild they are. The only thing is that ideas are presented without any sort of hesitation. 
  • Build on the ideas of others: Members should build on the different ideas provided by group members. This is the synergy process where ideas are to be modified and simplified by adding others' ideas. 

3. Nominal Group Technique 

The nominal group technique (NGT) was developed to gain the benefits of group participation. This is a structured technique for making decisions where members are invited and familiarized with problems or issues to be solved. Using this technique, members carefully listen and study the problems and they are given 5 to 10 minutes of time to work independently to generate and write down their ideas. Then they describe and clarify their ideas to other group members. To reach in an agreement, there will be voting. 

4. Electronic Meeting 

It is the group decision making technique designed to help decision-making in groups to reach a decision through an interactive, computer based system allowing members for anonymity of comments and aggregation of votes. Issues are presented to the participants and they type their responses onto their computer screen. Individual comments as well as aggregate votes are displayed on a projection screen in the room. 

The major advantages of electronic meetings are anonymity, parallel communication, honesty and speed. Participants can anonymously type any message they want and it flashes on the screen for all to see at the push of participant's keyboard. It allows people to be brutally honest without penalty. And it is fast because chitchat is eliminated, discussions are not digressed and many participants can talk at once without stepping on one another's toe. The future of group meetings undoubtedly will include extensive use of this technology. 

5. The Delphi Technique 

This technique was originally developed by Rand Corporation in the late 1940s to predict the demand for manpower in the organization. Using this technique, a series of questionnaires is distributed among experts for filling in who work independently and avoid any sort of face to face discussions. An intermediary establishes contracts with these experts and accumulated questionnaires. The main jobs of the intermediary are to collect and summarize responses along with the follow-up questionnaires. The panel members again send back their responses. This cycle is repeated until a convergence is reached for with final decision making. 

Delphi Process or Steps 

Step 1: A series of questionnaire is distributed among experts for filling solution independently. 

Step 2: An intermediary establishes contracts and accumulates questionnaires from experts. 

Step 3: Intermediary summarizes the responses and gives feedback to the panel of experts. 

Step 4: New follow-up questionnaires are prepared and distributed again. 

Step 5: Panel of experts again send back their responses. 

Step 6: Same process is repeated again and again until consensus is reached. 


6. The Step Ladder Technique 

This technique of decision making is effective to reduce the potential inhibiting effects of face to face meeting in group. Under this technique, group members are added one by one at each stage of decision making process so that their input is fresh and clear by the previous discussed point of view. The steps involved in this process are as follows: 

Step 1: Two individuals (eg. A and B) are given the same problem to come up with the solutions. They work independently and bring an independent solution to the problem. 

Step 2: Both A and B sit together and develop solution to the problem and meet with another member (eg. C) who had independently analyzed the problem and arrived at a decision point. 

Step 3: A, B and C meet to discuss on the problem and arrive at a consensus decision, and they are again joined by another member (eg. D), who has independently analyzed the problem and arrived at a decision. 

Step 4: A, B, C and D sit together, discuss on different solutions and make the final decision.


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Group Decision Making

Decision making is the process whereby a final but best choice is made among the alternative available. Group decision making is collective decision making by group members. Group offer an excellent vehicle for performing many of the stages in the decision making process. They work for information gathering. If the group is composed of individual with diverse background, the alternatives generated should be more critical. When the final support is agreed upon there are more people in a group decision to support and implement it. 

Group decision making is emerging as an important tool of management in all organizations. It is the concepts of participatory management in which team working is gaining popularity. The decision making groups can be classified as formal groups, informal groups, permanent groups and temporary groups. All these groups are involved in some kind of decision making activities. The group members share ideas, analyze them and agree upon a decision to implement. Studies show that the group often has values, feelings and reactions quite different from those of which manager supposes they have. If handled in a right way, groups usually make better decisions than individuals acting alone.

In other words, group decision making involves many people and ensures that every member understands the purpose of the decision and his/her part in implementation. Conflicts and dissent can be openly discussed and resolved in the process. Since the people who have to implement the decisions are aware of the goals, group decisions are more likely to be translated into actions.



Decisions are taken either by an individual or by a group. Individuals are very creative and they will have the ability to make decisions individually and effectively. Most creative ideas come from interactions and the participatory effects of individuals in groups. In a group, members effectively identify problems, choose alternatives and evaluate decisions. Such decisions are mostly unbiased and very effective because members bring heterogeneous inputs to the problem and make evaluation of inputs following the interaction process. In fact, it is not possible to generalize whether individuals or groups are better decision makers. It depends on the activities and abilities of the individuals and groups and also on the kind of task being under taken.

There are two types of group decision-making sessions. First is free discussion in which the problem is simply put on the table for the group to talk about. The other kind of group decision making is developmental discussion or structured discussion. Here the problem is broken down into steps or smaller parts with specific goals.

Group decisions may be more effective in case of following situations.
  1. When the time is sufficient.
  2. When decision is important and is non-planned or non-programmed in nature.
  3. When enough information is available on the basis of which members may act rationally.
  4. When participants are committed to the decision.
  5. When the opinions of the members from divergent areas are important in reaching a solution.
  6. When wider range of critical observations is required and
  7. When lower level management is encouraged to participate in decision making.

Some benefits of Group Work

  1. It provides learning. Groups are better than individuals at understanding problems.
  2. People readily take ownership of problems and their solutions. They take responsibility.
  3. Group members have their egos embedded in the decision and so they will be committed to the solution.
  4. Groups are better than individuals at catching errors.
  5. A group has more information (knowledge) than any one member. Groups can combine this knowledge to create new knowledge. More and more creative alternatives for problem-solving can be generated and better solutions can be derived.
  6. A group may produces synergy during problem solving.
  7. Working in a group may stimulate the creativity to the participants and the process.
  8. A group may have better and more precise communication working together.
  9. Risk propensity is balanced. Groups moderate high-risk takers and encourage conservatives.

Advantages of Group Decision Making

The group decision making offer the following advantages: 
  • Compared to an individual, the groups usually have a greater knowledge, expertise, and skill base to make better decisions. 
  • Larger number of members provides more perspective of the problem. As such, the narrow vision of a single perspective is avoided in making decisions.
  • With large numbers of group members, the participation also increases that helps to reach at a quality decision.
  • Following increased group participation, comprehensive of final decision arrived at is usually high. 
  • Generates more information, ideas and solutions. 
  • Builds team feelings. 
  • Communicates information to more people improving understanding and morale. 
  • Increases commitment and acceptance to the solution. 
  • Shares responsibility 
  • Builds interpersonal and leadership skills. 
  • Particularly suitable to non-programmed decision making. 

Disadvantages of Group Decision Making

All is not good with group decision making. It suffers from the following disadvantages: 
  • Group decision making is a time consuming process.
  • Influence groups usually manipulate the group decision in a direction of their linking and interest.
  • Sometimes decisions made by the group members are simply a compromise between the various views and options offered by the group members. 
  • Requires better group management and communication skills.
  • May create conflict between supporters of different views. 
  • Minority domination. 
  • Domination of vocal, few who talk the loudest and the longest. 
  • Ambiguous (unclear) responsibility.

Issues Related to Group Decision Making

There is no doubt that a group can make effective decisions which are accepted by all members with full ownership to implement these for their collective success. All members have the equal opportunity to participate and share information in course of selecting best alternative from among set of alternatives. However, in spite of these advantages, the nature of group dynamics will affect its effectiveness. Some of the constraining factors in group decision making are as follows:

1. Groupthink

Groupthink refers to the tendency of the members of a highly cohesive group to lose their evaluative capabilities or abilities. It describes situations in which group pressures for conformity deter the group from critically appraising unusual, minor or unpopular views. In a groupthink process, members are in a very cohesive situation. They do not like to criticize or evaluate one another's ideas and statements. This tendency obviously leads to agreement without creative discussion among the members. This occurs because of strong pressure on individual members to maintain harmonious group relations. Therefore, it is taken as a disease that attacks many groups and can dramatically hinder their performance.

2. Group shift or Group Polarization

The group shift can be viewed actually as a special case of groupthink. It refers to the tendency of groups to make more extreme decisions than individuals working alone. An individual feels uncomfortable to form a high risk opinion alone. However, if she/he meets in a group, she/he may be ready to accept a high level of risk. Thus, individual opinion may differ after meeting in the group. When the individual gets social support from other members, she/he will be ready to take more risk. Similarly, when all members agree or believe in the same cause through reasoning and discussion, it will help the individual to take more risk than before.

3. Time Constraints

Generally, groups take a long time for organization, co-ordination and socialization. If groups are larger, there will be problems of communication and interaction, and will take long time to make decisions. It is not possible to speak to all members at one time and thus time will be a constraining factor for individuals in presenting personal views. When people cannot present their personal ideas, there might be fewer chances for creative ideas to come forward for making effective group decisions.

4. Conformity to Peer Pressure

Group norms refer to the informal rules and expectations that groups establish and they will guide group members to behave at work place. They work as pressure to follow the behavior among group members. Thus, even at the time of strong disagreement of an individual member, she/he cannot present creative ideas due to the effect of group pressure to agree to group ideas. In such a situation, if an individual tries to put his/her ideas, other members may warn or punish him/her to discourage such ideas in the future.

Potential Dysfunctions of Group Work (Process Losses)

  • Social pressure of conformity may result in group-think (people begin to think alike and not tolerate new ideas – yielding to conformance pressures).
  • It is a time-consuming, slow process (only one member can speak at a time).
  • Lack of coordination of meeting work and poor meeting planning.
  • Inappropriate influences (domination of time, topic, opinion by one or few individuals; fear of contributing because of the possibility of flaming and so on).
  • Tendency of group members to rely on others to do most of the work.
  • Tendency to produce compromised solutions of poor quality.
  • Non-productive time (socializing, preparing, waiting for late-comers-air-time fragmentation).
  • Tendency to repeat what was already said (because of failure to remember of process).
  • High cost meeting (travel, participation etc).
  • Tendency of groups to make riskier decisions than they should.
  • Incomplete or inappropriate use of information.
  • Too much information (information overload).
  • Few information cues.
  • Incomplete or incorrect task analysis.
  • Inappropriate or incomplete representation in the group.
  • Attention blocking.
  • Attenuation blocking.
  • Concentration blocking.
  • Slow feedback.
Source: Turban, E. et. al. (2005), Decision Support Systems and Intelligent Systems.
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Group Processes and Types of Groups

Group behavior is affected by the processes that go within a work group. The process comprises the communication pattern used by members for information exchange, group decision process, conflict, interaction etc. The group process is very much important to understand and group behavior. By understanding group behaviors, the behaviors can be controlled and with the help of desired behavior, work can be accomplished. Group process includes the following synergy: 

An action of two or more substances that results in an effect that is different from the individual summation of the substances. For example, social loafing (i.e. the tendency for individuals to expend less effort when working collectively than when working individually) is a negative synergy. 

Social Facilitation Effect 


The tendency for performance to improve or decline in response to the presence of others, while this effect is not entirely a group's phenomenon - people can work in the presence of other and not be members of the groups. The group situation is more likely to provide the condition for social facilitation to occur. 

Concept of Group Tasks 

There is certain nature of task, which needs groups to perform it. Individual alone cannot perform it. Sometimes one group has to depend upon other group due to its nature. The impact of group processes on the group's performance and member satisfaction is also moderated by the tasks that the group is doing. The complexity and interdependence of task influence the group effective. 

Group task can be simple or complex. 

1. Simple Task 
  • Are routine wise or standardized
  • Group's members do not need to discuss alternatives. 
  • They can rely on standardized operation procedures for doing the job. 

2. Complex Task: 
  • Ones that tend to be novel or non-routine.
  • The more complex the task, the more the group will benefit from discussion among members on alternative work method. 
  • There is high degree of interdependence among the tasks that the group member must perform. 

Types of Groups 

There are many types of groups in organizations and each type plays an important role in determining organizational effectiveness. The basis of differentiation may be purpose, extent of structuring, process of formation and size of the group membership. Each type has different features and different effect on its participants. Brief descriptions of different types of groups is as follows: 


1. Formal Work Group

Formal groups are created and maintained to fulfill specific needs or tasks which are related to the total organizational mission. Thus, these are consciously and deliberately created. Such groups may be either permanent in the form of top management item such as board of directors or management committees, work units in the various departments of the organization, staff group providing specialized services to the organization and so on or the formal groups may be constituted on temporary basis of fulfilling certain specified objectives. When such objectives are fulfilled, they disappear. These may be in the form of temporary committee, task-force etc. Managers establish formal work groups to help the organization achieve its goals. The goals of a formal work group are determined by the needs of the organization. There are different types of formal group as follows 

a) Command Group


Command group is the collection of subordinates who report to the same supervisor. It is composed of the subordinates who report directly to a common superior. This type of group is determined by organization chart. Command groups are based on the basic reporting relationships in organizations and they are frequently represented on organizational charts. These groups have a profound effect on the extent to which an organization is able to achieve its goals. Example of such a group may be a production manager and his subordinates in his department, a college principal and teachers and so on. 

b) Task Force


A task force is a collection of people who come together to accomplish a specific goal. It is made up of a group of people with different backgrounds who are assigned to a specific task or mission. Since the tenure of a task force is over when the task or mission is over, usually membership in the task group is temporary; each person remains part of it only so long as his skills and knowledge are required and task force continues. The task force also differs from a matrix organization in the sense that the later appears almost on continuous basis and personnel are assigned tasks in different projects at different periods of time. A task force is constituted when the organization faces some unusual problems which cannot be solved by a single individual or by a single department. A standing committee or task groups are task forces that may be enduring (though members may change) or permanent in nature. 

Formal group has following characteristics:

  1. Group structure is designed by the top management to fulfill certain requirements like performance of necessary activities there by achieving organizational goal.
  2. Group structure is based on the principles of division of labor and efficiency in operations.
  3. Group concentrates more on the performance of jobs and not on the individuals performing the jobs.
  4. The authority and responsibility assigned to each job have to be adhered to by the job holders. Based on the concept of authority and responsibility, people are placed in hierarchy and their status is determined accordingly. 
  5. Coordination among members and their control are well specified through processes, procedures, rules etc. 

2. Informal Work Groups 

Informal work groups emerge naturally in organization because organizational members perceive that membership in a group will help them achieve their goals or meet their needs. In other words, informal groups are created in the organization because of operation of social and psychological forces operating at the workplace. Members create such group for their own satisfaction and their working is not regulated by the general framework of organizational rules and regulations. 

The different between formal group and informal group can be better understood with the help of the following table.

Basis
Formal Groups
Informal Groups
Origin
The formal groups are created deliberately and consciously by the framers of the organization.
Informal organization are created because of the operation of socio-psychological forces at the work place, that is people while working together develop certain liking and disliking for other and interact on a way not prescribed by the framers of the organization.
Purpose
Formal groups are deliberate creations; they are created for achieving the legitimate objectives of the organization.
Informal groups are created by organizational members for their social and psychological satisfaction. Thus, they serve the purpose of organizational members which formal groups are not able to satisfy.
Nature of Group
The formal groups are stable and may continue for a long period. Their membership is specified through organizational process. There may be many standing groups in the organizations.
Informal groups are quite unstable in nature. Since their formation and functioning depend upon the value systems, general liking and disliking and other personality features of its members concerned. They may disappear very quickly because of the change in the membership or they may cause to be attractive for the members and the members may from alternative group.
Members of Group
The number of formal groups is decided to serve the organizational purpose. This depends upon the organizing pattern.
A large number of informal groups may also be found in the organization. However, an individual may become member of several informal groups. Therefore, there is overlapping of membership.
Communication
Communication is prescribed in the formal groups. It is normally through chain of command to which people refer as formal channel of communication.
In the informal group, the communications pass through informal channels. This informal channel may be in any form.
Authority
The members of formal groups derive authority through the formal source that is through the process of delegation and re-delegation. Thus, authority flows from the higher to lower levels.
In the informal groups, all members are equal. However, some may command more authority by their personal qualities.
Existence
Normally formal group does not arise because of informal group.
Informal group emerges while working in a formal group.
Relationship
Superior-subordinate relationship
Personal and social relationship
Leadership
Based on formal authority and position
No bounds, operates in different directions
Boundaries
Operates within set boundaries
No boundaries, operates in different directions.
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Group Structure

Every group has structure, which shape the behavior of members and makes explain and predict the large portion of individual behavior within the group and performance of the group.

A group structure includes following variables.
1. Formal Leadership: Almost every groups has a formal leader e.g. manager, supervisor/ foreman.

2. Roles: Roles deal with what people do. As set of expected behavior pattern attributed to someone occupying a given position in asocial unit. People have the ability to shift roles rapidly when they recognize that the situation and its demand clearly require major changes.
    • Role Identity: These are certain attitudes and actual behavior consistent with a role and they create role identity.
    • Role Perception: An individual's view of how he is supposed to act in a given situations.
    • Role Expectations: How others believe a person should act in a given situation.
3. Norms: The norms are accepted standard of behavior shared by group members. It tells, what should or should not do by group members. Every group has established their norms. But norms differ from group to group. Norms influence the behavior of group members. They are 'ought' of behavior.

4. Authority: Group is formed to achieve a particular objective. In a group, that is a leader and follower. Leader is an entitled to decision, while the follower has to follow the decision. Thus the power to make decision into action is known as authority.
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Concept of Group and Reasons for Forming and Joining Groups

Concept of Group

Group is a collection of two or more individuals, interacting and interdependent who have come together to achieve particulars common objectives. A group is, thus, an aggregation of people who interact with each other, are aware of one another, have a common objective, and perceive themselves to be a group. Now, a group may be defined as a collection of people who have a common purpose or objectives, interact with each other to accomplish the group objectives are aware of one another and perceive themselves to be part of group.

In other words, a group is the largest set of two or more individuals who are jointly characterized by a network of relevant communications and a shared sense of collective identity .Similarly, a group is a collection of two or more people who have a common goal or interest and interact with each other to accomplish their objective. Work groups use roles, rules, and norms to control members's behavior and they use several socialization tactics to turn newcomers into effective group members. Groups contribute to organizational effectiveness.

Similarly, a group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. A group is any number of people who;
  • Have a common purpose or objective,
  • Interact with each other to accomplish (or obtain) their objectives
  • Are aware of one another.
  • Perceive themselves to be part of the group.

Some of the experts have been defined the term group as follows:
"If two or more individuals are together briefly, but interact and influence one another, they constitute, if only for a time, a real group." – Kilenberg

"A group can be defined as two or more people, interacting and interdependent who come together to achieve particular goals." – Stephen Robbins

"By a small group is meant a size varying from 4 to 12 members, who usually have face to face relations, over a period of time and who consider themselves as differentiated from others, either implicitly or explicitly." – Chowdhry and Kakar

"A group is an assemblage or aggregation of persons considered as being related in same way or united by common ties or interest-class, race or occupation." – Kast and Rosenzweig


From the above definitions, a group can be defined as a collection of individuals working in face-to-face relationships to share information and resource for a task to be achieved. A group whose members work intensely with each other to achieve a specific, common goal or objective is known as Team.

More collection people cannot constitute a group. For example, a crowd in front of a shop in the market watching India vs. Australia one-day cricket match on stadium will not be called as group because people do not interact with one another, do not know one another and also do not share a common purpose.

Features of Group

The following are the basic features of a group:

1. Interaction


Interaction among group members is sine quo none of a group. A regular exchange of facts, news, views and feelings through face-to-face interactions, gestures or writings is the most essential features of the group. As a matter of fact, a group is a natural outcome of interactions among people and which later provides a forum for the people.

2. A small Aggregation of Persons


A group involves at least two persons, but group which consist of only a small number of members will not feel socially and psychologically satisfied.

3. Common Interest


People having common interests, common goals, common ideology, common phenomenon / interests, problems, friendship, same philosophy etc. is essential to attract and keep the group members together. This commonness provides them a basis for continuous interactions and relations.

4. Perceived Collective Identity



A recognized collective identity as a group is the most distinguishing feature of a group, which makes it different from a casual aggregation of individuals or from the other recognized groups. Each member of the group must perceive that he belongs to the group and recognize others who are the members of that group. Mutual awareness and collective identity are, therefore, essential ingredients of a group.


Functions of Groups
Functions of a Group

1. Representation

The group through its leader or spokesman represents the ideology and thinking of the group before other groups or before the management. It is also a means of communication.

2. Teaching


The group teaches to its members how to do work, how to behave and how to get things done. It helps in improving performance in the job.

3. Fight for Common Cause


The group, as a collectives of its members, fights for the common interests against the management or other groups.

4. Orientation


The group socializes the members in the organization by telling them work norms, work climate, social and formal relations, group members and their status and roles and infuses a sense of belonging.

5. Creation of Social Life


The group creates social life. In the absence of informal groups, the atmosphere of the organization would be boring and miserable.

6. Collective Thinking


The group encourages discussion, interaction and exchange of news and views among the members. It helps them in collective thinking and group decision. Diversities are resolved and consensus is achieved before arriving at a decision.



Reason of People Forming and Joining Group

People form and become members of group for a variety of different reasons. They are as follows:

1. Safety and security needs

Groups provide protection to their members from outside pressures. That is why workers join trade unions to feel safe and secure. This holds true at all walks of life. Even in the nursery class, when the teacher asks the small kids who broke the toy, he seldom gets an answer. What happens is all kids keep mum or quiet. Although young, they protected their member by not disclosing any kid's name of pointing out any one in group.

2. Relatedness or Belongingness needs

People being social belong belonging to or relating to groups satisfies a numbers of their social needs. In every organization, there are many persons who are very isolated or who prefer to be absent from work most of the times. Studies shows, such phenomena occur more where people are unable to belong to groups.

3. Esteem needs

When member of a group does some good piece of work, gets a praise from other. This is turn, bring a sense of recognition to the group member, on the one hand, and also a sense of fulfillment of one's need for growth towards higher achievement of work and better career prospects, on the other side.

4. Power

One of the appealing aspects of groups is that they represent power and also offer power to their members. Workers enjoy much greater power by joining groups than they do as individuals. This is because of at least two reasons: 

(i) There is strength in numbers, and 

(ii) United we stand, divide we fall.

5. Identity

As a member of a group, an individual gets identity who am I? Practices, we understand ourselves through the behavior of other towards us. For example, when others praise us, we feel we are great, if other laugh at us, we see ourselves as funny ones.

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Group Dynamics: A Social Process

The social process by which people interact face to face in small group is called 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. Two important historical landmarks in our understanding of small groups are the research of Elton mayo and his associates in the 1920s and 1930s and the experiments in the 1930s of Kurt Lewin, the founder of the group dynamics movement. Mayo showed that workers tend to establish informal groups that affect job satisfaction and effectiveness. Lewin showed that different kinds of leadership produced different responses in groups. 

Groups have properties of their own that are different from the properties of the individuals who make up the group. The special properties of groups are illustrated by a simple lesson in mathematics. Suppose we say 'one plus one equals three' 1+1=3. In the world of mathematics that is a logical error. But in the world of group dynamics, it is entirely rational to say 'one plus one equals three'. In a group, there is no such thing as only two people, for no two people can be considered without including their relationship, and that relationship is the third element in the equation.

Thus, 'group dynamics' refers to the nature and extent of dynamism in a group, i.e. the capacity of a group to adopt new ideas and to change itself with times and circumstances. Similarly, group dynamics is concerned with the interaction of individual face-to-face relationship. It indicates the capacity of a group to react to a change. It has been found by social scientists that a change is normally resisted by a group and acceptance of change is largely as soon as group function rather than individual matter. A change becomes easier and effective if the group as a whole accepts it. A dynamic group accepts the change more readily because it has the capacity of moving with the times. Groups facilitate the co-operation, mutual understanding, companionship, supportive relations and friendship. Work groups also provide security for the individual member from pressure from other groups. 

There are some definitions given by different experts which are as follows: 

"Group dynamics is asocial process by which people interacts face in small group." – John W Newtorm & Keith Devis 

"The term 'group dynamics' refers to the complex of forces that determine group formation, its size and structure, conflict and change, cohesiveness, interaction and behavior." - Kurt Lewin 

"Group dynamic refers to the study of the interaction of the members of a group." – Kelly 

From the above definitions, group dynamics is a social process by which people interact face-to-face in small groups. It is the study of the forces operating within a group. Group dynamics is the study of the social processes by which people interact with each other in a group and influence the behavior of each other. Similarly, group dynamics encompasses the dynamics of interaction patterns within the group, the subtle and the non-subtle pressures exerted by group members, the manner in which decisions of all these will enable managers to manage groups effectively leading to organizational effectiveness.


Developed and Enforcement of Group Norms 

Group norm is standard of behavior. In other words, groups norm is a rule that tells the individual how to behave in a particular group. Thus, group norms identify the standards against which the behaviors of group members know what they should or should not do. Norms could be formal or could be informal. 

According to Schein, there are pivotal and relevant group norms while the pivotal norms are confirmed by every member of the group, the relevant norms are desirable to be confirmed by the members. With increase in the size of the group, the acceptability of norms tends to lessen. Small deviation of norms is allowed. However in case of extreme deviation, the deviator get punished. For example, when the union is on strike, if its member attending to work are punished by being boycotted by the group. Hence, norms serve as the basis for behavior of group members. They predict and control the behavior of member in groups.

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Stages of Group Development

Group formation is not the spontaneous task or event. This takes a series of stages. Bruce Tuckman has provided us with what has become the staple of group dynamics, the 'Five Stages of Group Development' – forming, storming, norming, performing and adjourning. These phases are not always sequential, teams cycle through the different phases throughout their lives, missing out on a stage and reappearing later but all the stages are essential as well as important.

Different researches have reported different stages of group development. For example, Bernard M. Bass and Edward C. Ryterband report that groups typically develop through a four stage process: 
  1. Mutual acceptance 
  2. Communication and decision making 
  3. Motivation and productivity 
  4. Control and organization 

However, the most widely accepted five stages of group development are ones as reported by B.W. Tauchman and M.A. Jensen. These are:
Stages of Group Development

1. Forming Stages
The first stage for almost every group is an orientation stage. This stage is marked by a great deal of caution, confusion, courtesy and uncertainty about the group's purpose, structure, and leadership. The formal leader exerts a great influence in structuring the group and shaping member expectations. This stage is complete when members of the group have begun to think of themselves as part of a group. This is simply bringing together of a group of individuals. Those who are willing to join the group introduce each others. They may contain number of queries, confusion and uncertainties.

2. Storming Stage
This stage is characteristics by conflict, confrontation, concern and criticism. Struggles for individual power and influences are common. In case, the conflict becomes extremely intense and dysfunctional; the group may dissolve or continue as an ineffective group that advances to higher levels of group maturity. Group also experiences many changes in membership expectations interpersonal problems of group goals and individual's goals. There may be conflict regarding leadership authority and control. The group will be stronger with these things after the negotiation on the confronting matters. After negotiation, members start accepting the group norms and values.

3. Norming Stage
This is the stage in which close relationship among the members develop. The group evinces cohesiveness. The group now assumes to certain identify and camaraderie. The member of the group start co-operation and develop harmonious relationship among the group members. Group members begin to resolve differences and clarify the purpose of the group and the roles of group members. Their satisfaction level increases as they become familiar with the other members. They begin to learn more about the purpose of the team and the ways to work together. This stage completes after accepting a common set of expectation consisting of an acceptable way of doing things.

4. Performing Stage
This is the highest level of group maturity. This stage is marked teamwork, interdependence in personal relations, problem solving, role clarity and task accomplishment. This stage is highly task oriented and there is unity in the group. The group gains its identity, group morale is high and group loyalty is intense and becomes productive. All group members devote their effort for group output. Group goals will be generally satisfied in this stage. In this stage, conflict is identified and resolved through group discussion. The members of the group are aware of group's processes and the extent of their own involvement in the group. 

5. Adjourning Stage
This stage is recognized as end of group i.e. completing every task and the group will be automatically adjourned. Groups are adjourned for two reasons. First the group has completed its task. Second, the members decide to disband and close the group with sentimental feeling. A planned conclusion usually includes recognition for participation and achievement and opportunities for the members to say personal goodbyes. Some of them get satisfied whether some of other gets frustrated. This stage becomes background for the formulation of new group. As all member know to each other clearly, so some of them form new group. With the formal dissolution of the group formally, this stage will be end.
All the stages mentioned above can be better explained and differentiated on the following lines.
Stages
Member's Behavior
Characteristic of Group
Task Performance
Forming
Eager, anxious, gather impressions and data about the similarities and differences among members, keep things simple and avoid any controversies.
Uncertain about the group's purpose, structure and leadership.
Work output is low, focused on defining the goals and tasks.
Storming
Confront the differences, feel angry or frustrated, and resent formal leadership, lot of competition and hostilities.
Argument, conflict and a dip in morale
Clarify all misunderstandings
Norming
Less dissatisfied and a feeling of belongingness to the group
Leadership is shared, cliques dissolve and levels of trust increase in the group
Issues are resolved, group norms develop, such as setting of group policies, procedures and values
Performing
Interdependence in personal relations, tendency to get involved in and problem solving
The group gains its identity, group morale is high and group loyalty is intense
Highly productive
Adjourning
Upset and depressed
Disengagement from relationships
Termination of task
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