Group Dynamics And Interpersonal Relations Among Employees - Research Paper Example

Group Dynamics And Interpersonal Relations Among Employees Introduction The term group is used to refer to several individuals gathered together with the aim of realizing a given goal. Group dynamic is defined as attitudinal as well as interactive features that characterize a group. Therefore, group dynamics deal with the processes involved in the formation of groups, group structure, and group operations. Moreover, group dynamics encompasses all emotional, physical, and psychological behaviors exhibited by humans while relating in a group. Group dynamics applies to both formal as well as the informal groups. Groups of different types characterize organizations. Therefore, studying group dynamics is inevitable while studying organizational behavior. By studying organization behavior, the people are studied as individuals and as groups operating in an organization. The theory of group and group dynamics entails interpreting how people within an organization interrelate. The individuals, groups, and the entire organization are studied. This paper focuses on analyzing the theory of groups and group dynamics in relation to organization behavior. The paper will include real life examples to explain how groups are formed, their performance, the group dynamics, and group decisions.  In an organization, activities of an individual affect other people within the organization. Therefore, the ways groups operate have great effect on the success of the organization. In organizations, the interaction between the individuals forming the group may be formal or informal. Depending on the nature of interactions, organizational groups are categorized into formal and informal groups. Informal work groups comprise of two or more individuals who associate in a manner that is not suggested or prearranged by the organization. Informal work group mainly emerge amongst employees who spend some of their leisure time together within or outside the workplace. On the other hand, formal work groups are those groups that are formed through organization arrangements and comprise of managers and subordinates operating together as a team with a certain preset goal. Formal groups are mainly formed with a certain aim (Forsyth 22-24; Akintayo and Faniran 42-44). In high school, I was involved in both formal and informal groups. In the school context, a formal group can be defined as a group designed and formed by a department, the instructors, or other staff member with the aim of achieving a given goal. Informal groups are those formed amongst the students without the intervention of the college staff or administration. Informal groups emerge when people with similar interests converge. An example of a formal group I was involved in was the captain or prefects body that was established by the school administration to assist the administration in running the school. The prefects’ body was supposed to act as the link between the students and the students. The students would communicate any grievances through the prefects’ body while the administration would make use of prefects to inform the students of different issues. In college, I was involved in an informal group. The group was a discussion group that comprised of five members. We were all friends and engaged in other leisure activities. We were all in the same class and we would meet for academic discussions as well as other leisure activities. Leadership is a crucial aspect in any form of group, whether formal or informal. In case of formal groups, the leaders are clearly identified, selected, and recognized by management. In case of the formal groups, there is definite structure and hierarchy. There is an overall leader involved in overseeing the operations of the group. In case of the prefect body, there were the senior prefects such as the school captain. Additionally, there was a hierarchy and each member of the team had defined roles to play, which were accorded by school administration. The school captain was involved in ensuring that the prefect meetings were in order. Additionally, she was supposed to oversee the running of the entire school. Each of the other prefects had a role to play during meetings as well as in operations of the school. The administration knew whom to consult in case something was not going well in any department. Additionally, the students knew the prefects in charge of different areas. In case of formal groups, the management delegates the leadership roles (Akintayo and Faniran 42-44). In case of our discussion group, which comprised of friends, there was no clear-cut hierarchy. Although we had selected someone involved in ensuring the discussions were in order, there was no external influence in the selection. Additionally, the team members did not have specified roles to play. Whenever an activity arose, anybody would volunteer to do it. However, some informal groups may have leadership position and the leadership is accorded using certain criteria designed by the group members. Need of informal groups change frequently resulting in change in leadership (Franz 227-229). Performance of Groups and Group Dynamics Group performance is affected by several factors. Group cohesiveness is one of the factors affecting the group performance. Cohesiveness is the level of trust amongst group members. If the group members like and trust each other, they will be more united and the members will easily agree on the goals resulting in reduced time wastage and increased productivity. Communication structure is another factor affecting group performance. The different communication structures include chain, centralized, circles, and open. The different structures operate differently in different setups. For a group to be efficient, the communication strategy should be appropriate. This is because communication plays a great role in ensuring that the appropriate goals are set and that members work towards achieving the set goals. The other factor affecting group performance is how the members assume their different roles. The roles maybe assigned by the group leader on basis of personalities of the members. The manner in which the roles are assigned determines if the group accomplishes its goals and in good time (Newstrom 196-200; Franz 111-114). When the group members are interacting, surface and hidden agendas characterize discussions. Hidden agenda is used in reference to social as well as emotional complications that may arise as members of a group attempt to resolve a problem. Surface agenda refers to the issues that are clearly set for the discussion by the group member. When discussing the surface agenda, the hidden agendas arise (Franz 87-91). While operating as a group, there are decisions that require to be made. Making decisions as a group can be advantageous. Advantages of group decisions include availability of various perspectives since the members opinions vary. The members also have varying life experiences hence improved ability to make appropriate choices. There is improved ability to recollect facts due to combined efforts. Additionally, there is increased members’ satisfaction hence acceptability of decisions and easy detection of errors (Lunenburg 3-5). In high school, I was involved in a group decision making. The group was an environmental club and we were supposed to decide on the activities were supposed to engage in as a group. Making the decision as a group was advantageous since there were several opinions from the members. This ensured that the activities we choose were relevant. Additionally, the members of the group were satisfied even though their choices were not selected since they took part in making the choice. The disadvantage was that much time was wasted when consulting to obtain the members opinions and making the right choice. At the end, we selected the most viable options and the members voted. At the end, we agreed to engage in environmental cleaning activities. Teamwork of Groups and Group Dynamics Organization form teams that are aimed at achieving a specific role in the organization. Such teams are often disassembled after their goal has been achieved. Teams are often formal since they are formed through the intervention of the organization leadership and aim at performing a certain work related task. Teams develop based on aspects such as activities and the interactions occurring between the individuals forming the team. For a team to develop, it has to go through a number of stages. The five stages of team development include forming, storming, norming, performing and adjourning or termination. The forming stage is the initial stage at which the members of the group meet and agree on the acceptable behaviors to govern the group. Additionally, the group members decide on the parameters to use while running the group. At this stage, the group norms start to establish. Storming is the next stage of team development. At this stage, the team members interact more freely and can express their opinions. The members negotiate on how the group is supposed to operate. At this stage, confrontations are likely to arise (Newstrom 186-191; Akintayo and Faniran 42-44). The third stage of team development is the performing stage. At this stage, the group is almost established the characteristics that define it can be clearly identified. The tension between the team members begin to decrease and the members become more focused on achieving the goal of the team. However, instances of negotiation conflicts are likely to occur in this stage. Additionally, reestablishment of the group norms may characterize this stage. Terminating stage is the fifth stage of team development. This is the last stage and occurs when the task has been completed. Though the team member may continue to interact due to the bond formed when working together, they will no longer be performing the task they had been assigned. Additionally, the characteristics that characterized the group end (Forsyth, 25-28). Conclusion Working on this project has enabled me to learn different aspects regarding groups and group dynamics. Through the project, it was possible to differentiate between formal and informal groups that characterize organizations. Teams characterize formal organization group and develop through five stages, which include forming, storming, norming, performing and adjourning or termination. Group performance can be enhanced through enhanced communication, increased cohesiveness, and proper allocation of roles. Another aspect of group dynamic is leadership. In formal groups management controls leadership while members of informal groups decide on their leaders and leadership style. Group decision making can be time wasting but is advantageous in that it ensures various opinions are considered, error avoided which makes the decisions more acceptable. Works Cited Akintayo, D. I. and J. O. Faniran. "Analysis Of Group Dynamics And Interpersonal Relations Among Employees: The Case Of Nigerian Breweries In Oyo State." International Review of Business and Social Sciences, Vol. 1, No. 7 (2005): 37-45. Forsyth, Donelson. Group Dynamics. New York: Cengage Learning , 2009. Print . Franz, Timothy. Group Dynamics and Team Interventions: Understanding and Improving Team Performance. London: John Wiley & Sons, 2012. Print. Lunenburg, Fred. "Group Decision Making." National Forum Of Teacher Education Journal, Vol 20 (3) (2010): 1-7. Newstrom, John. Organizational Behavior: Human Behavior at Work. New York: McGraw-Hill Companies,Incorporated, 2010. Print . Read More