Group Dynamics

Studienarbeit von Uwe Bußmann, Silvia Schweighofer

Abstract:

A group consists of some people who interact during a certain time. The number of group members is that small that there is the possibility for every member to interact with every other group member face to face. If people meet by accident who are not close friends, it will be not a group.

If you want to learn more about the formation of groups you will find two leading models which display the phases of group formation. On the one hand there is the Bernstein and Lowy model on the other hand Bruce Tuckman also designed a phase model which shows the formation of groups.

Roles in groups can be positive and negative. They are supporting the group as collectivity and are not only the result of individual need, abilities and characteristics.

There are different ways for the classification of groups. Groups can be classified in general according to following characteristics: size, topic / task of the group. Also a way for classifying groups is the classification according the Riemann-Thomann-Cross. The next chapters this assignment shows a rough overview of the various possibilities for the classification of groups.

As there are many influencing facts for the effectiveness of groups and very contradictory interests, the advantages for one group of interest are the disadvantages for the other group of interest. The economical group of interest measures the effectiveness of a group by its productivity, flexibility and quality. The individual in a group identifies effectiveness in the group by reasonable tasks, feeling of togetherness in the group and diverse interpersonal relationships.

At workplaces, with friends together or even with complete strangers – informal groups emerge nearly everywhere in real life. The aims of informal groups are usually – but not always – different from those of formal groups.

The development within the group is – apart from small differences – not much different from formal groups. The process of forming, storming, norming, performing and eventually adjourning, as Professor Tuckman has described, is nearly the same. One crucial point is that informal groups are NOT part of a formal organisation and members in most of these cases are free to leave whenever they want. Therefore it is unusual to undergo e. g. a destructive storming. Before it comes to such a storming, often one or more members will leave the group in advance.

Leadership is – especially in informal groups – a difficult topic. But here again, the main characteristics of leadership are not much different from those in formal organisations.

Table of Contents:

	Executive Summary	I
	Table of contents	III
	List of Abbreviations	VII
	List of Figures	VIII
	List of Tables	IX
1.	Problem Definition	1
2.	Objectives	2
3.	Methodology	3
4.	What is a Group about?	4
4.1.	A Global Definition	4
4.2.	Social groups	4
4.3.	Other Social Gatherings – Are these also Groups?	6
5.	Formation of Groups	8
5.1.	Group Formation – The Bernstein and Lowy Model	8
5.1.1.	Phase of Orientation	9
5.1.2.	Phase of Power Struggle	9
5.1.3.	Phase of Familiarity	10
5.1.4.	Phase of Differentiation	10
5.1.5.	Phase of Closing	10
5.2.	Group Formation According to the Phase Model of B. Tuckman	11
5.3.	Roles of Group Members	13
5.3.1.	Roles in Groups According to their Function	13
5.3.2.	Roles in Groups According to their Ranking	14
6.	Types of Groups	18
6.1.	The Size of a Group	18
6.2.	Group Characterization According to Tasks	19
6.3.	Group Classification as per the Riemann-Thomann-Cross	20
7.	Group Effectiveness	22
7.1.	Group Effectiveness – A Measurable Parameter?	22
7.2.	The Size of the Group as Rating Basis for Group Effectiveness	23
7.3.	Synergistic Effects in Groups	23
8.	Implications from Research	24
9.	Informal Groups – Definition	25
10.	Aims of Informal Groups	26
11.	Development of Informal Groups	27
11.1.	Forming (Orientation) or ‘All for One, One for All!’	27
11.1.1.	Forming Process	27
11.1.2.	Why groups form	28
11.2.	Storming (Conflict)	29
11.2.1.	Storming Process	29
11.2.2.	Constructive Storming	30
11.2.3.	Destructive Storming	31
11.3.	Norming (Structure)	31
11.3.1.	Norming Process	31
11.3.2.	Norms	31
11.3.3.	Roles	32
11.3.4.	Role Conflicts	33
11.3.5.	Intermember Relations	33
11.4.	Performing (Work)	34
11.4.1.	Performing Process	34
11.4.2.	Atmosphere within the Group	35
11.5.	Adjourning (Dissolution)	36
11.5.1.	Adjourning Process	36
11.5.2.	Planned Adjourning	36
11.5.3.	Unplanned Adjourning	36
12.	Leadership in Informal Groups	39
12.1.	What is Leadership?	39
12.2.	Specific characteristics of Leaders in Informal Groups	40
12.3.	Personal Qualities of Leaders in Groups	40
12.3.1.	Height, Weight, Age	40
12.3.2.	Intelligence	40
12.3.3.	Gender	41
12.3.4.	Personality	41
12.3.5.	Expertise	42
12.3.6.	Participation	42
13.	Cohesion in Informal Groups	43
14.	Results	44
15.	Conclusion	45
16.	Integral Total Management (ITM) Checklist	46
16.1.	General Economics	46
16.2.	Strategic Management	46
16.3.	Financial Management	46
16.4.	Human Resources Management	46
16.5.	Business Law	46
16.6.	Research Methods/Management Decision Making	47
16.7.	Soft Skills/Leadership	47
17.	Bibliography	48

Text Sample:

Chapter 5.3.1, Roles in Groups According to their Function:

In the related literature you will find three types of roles in general according to their function in the group. They are all a result of monitoring and analyzing groups:

1. task roles.

2. sustainment and system roles.

3. negative roles.

There are also some models known that are based on characteristic and personality typology. There is a great difference between such personality psychological typologies and the social-psychological-group dynamic views. The first mentioned one assumes that all group members implement their own personality into the group and define according to their personality their role in the group. The group dynamic view assumes on the contrary that roles will be formed by the tasks in the group and the personal formation of the group. This implies that the roles in the group are only partly formed by the individual personalities. According to this a group is only working when there are a certain number of roles in the group.

Let’s have a closer look at the three types of roles mentioned before in groups according to their function.

Task roles are characterized by initiative and action. Group members who play that role are searching for information and different views but they also put forward opinions and publish information. Group members who have a task role are responsible for generating tasks, for coordinating them and for summarizing them.

Sustainment and system roles are important for the group because members who play this role are responsible for motivation and encouragement. They observe the group rules and express the feeling of belonging together. Group members who play a sustainment and system role avoid friction by arbitrating between the other group members.

Negative roles are also part of almost every group, but it is the task of the group leader to control them and to restrain them. Group members who play the negative role in the group display aggressive behaviour that block respectively foil the group development. This role is characterized by the following bad manners of behaviour: searching for adherence, rivalling among each other and also baking out of the group.

5.3.2, Roles in Groups According to their Ranking:

The ranking in groups is based upon the need that a group must be lead, coordinated, decisions must be made, and the decisions and or views of the group must be forwarded to other people outside the group. That is the first motive for having a ranking inside groups.

The second motive is that individuals are used to have rankings. A ranking in the group provides a basis for the requirement of differentiation of the group members who pursuit career possibilities within the group. When you observe animals, you will find rankings in almost every species.