GROUP DYNAMICS IS CONCERNED WITH

THE INTERACTION OF INDIVIDUALS IN A

FACE TO FACE RELATIONSHIP.

DELEBRATELY CREATED
PATTERN OF COMMUNICATION AND THE
RULES
PERMANENT

A. COMMAND GROUP:
GROUP
RELATIVELY PERMANENT.
IT INVOLVES MANAGER, SUPERVISORS, AND
SUBORDINATES, WHO MEET REGULARLY TO DISCUSS
GENERAL AND SPECIFIC IDEAS TO IMPROVE PRODUCT OR
SERVICES.

B. TASK GROUP:
EMPLOYEES ARE WORKING TOGETHER TO COMPLETE A
JOB TASK OR PARTICULAR PROJECT.

C. COMMITTEES:
IT CAN BE PERMANENT OR TEMPERORY.THEY ARE SET
FOR SOME SPECIAL PROJECTS.

FORMED BY THE MEMBERS AND NOT BY THE

MANAGEMENT.
ARISE SPONTANEOUSLY.
FLEXIBLE.
HAVE OWN STRUCTURE.
HAVE UNWRITTEN RULES AND A CODE OF
CONDUCT.

INTEREST AND FRIENDSHIP GROUPS:

INTERST- PEOPLE WHO MAY OR MAY NOT BE ALIGNED INTO

COMMON COMMAND OR TASK GROUPS MAY BE
AFFILIATED TO ATTAIN A SPECIFIC OBJECTIVE WITH
WHICH EACH IS CONCERNED.
FRIENDSHIP- THESE GROUPS FREQUENTLY EXTEND OUTSIDE
THE WORK STATION.

CLIQUES:

THESE GROUPS CONSIST OF COLLEAGUES OR THOSE WHO

COMMONLY ASSOCIATE WITH EACH OTHER AND OBSERVE
CERTAIN SOCIAL NORMS AND STANDARDS.

SUB CLIQUES:

THESE GROUPS CONSIST OF MEMBERS OF A CLIQUE INSIDE

THE ORGANISATION FORMING A GROUP ALONG WITH
PERSONS OUTSIDE THE ORGANISATION.

FROM MEMBERS POINT OF

FROM MEMBERS
VIEW: POINT OF
VIEW:

COMPANINONSHIP

COMPANINONSHIP

IDENTITY

IDENTITY

INFORMATION

INFORMATION

SECURITY

SECURITY

SENSE OF

SENSE OF
BELONGINGNESS
BELONGINGNESS

NEW IDEAS

NEW IDEAS

JOB SATISFACTION

JOB SATISFACTION

POWER.

POWER.

FROM THE ORAGANISATION

FROM
THE ORAGANISATION
POINT
OF VIEW:
POINT OF VIEW:

LIGHTENING OF

LIGHTENING OF
RESPONSIBILITY
RESPONSIBILITY

FILLING OF GAPS

FILLING OF GAPS

POTENTIAL FORMAL

POTENTIAL FORMAL
MANAGERS.
MANAGERS.

PROPER AND CAREFUL

PROPER AND CAREFUL

PLANNING
PLANNING

INFORMATION

INFORMATION

GROUP
STRUCTURE

EXTERNAL
CONDITION
S

INTERNAL
CONDITIONS

GROUP
RESOURCES

GROUP
PROCESS

GROUP
PERFORMANC
E

EXTERNAL CONIDITIONS
A GROUP HAS TO WORK WITHIN THE FRAMEWORK PROVIDED BY THE
ORGANISATION. THE EXTERNAL CONDITIONS ARE: THE
ORGANISATIONALS STRATEGY, ITS RULES, REGULATION, ITS
CULTURE,ETC.

GROUP STRUCTURE
GROUPS HAVE STRUCTURE THAT SHAPES THE BEHAVIOUR OF ITS
MEMBERS AND MAKE IT POSSIBLE TO PERDICT AND EXPLAIN THE
INDIVIDUAL WITHIN THE GROUP AS WELL AS THE PERFORMANCE OF
THE GROUP AS A WHOLE.
1.
GROUP SIZE
2.
GROUP COMPOSITION
3.
GROUP STATUS
4.
GROUP NORMS
5.
GROUP ROLES
6.
CONFORMITY
7.
GROUP COHESIVENESS.

GROUP RESOURCES
BY THE TERM GROUP RESOURCES WE MEAN THE RESOURCES THAT
AN INDIVIDUAL MEMBER BRINGS TO THE GROUP.

GROUP PROCESS
A PROCESS CAN SIMPLY BE DEFINED AS A SYSTAMETIC METHOD OF
HANDLING ACTIVITIES.

GROUP PERFORMANCE
THE OUTCOME OF VARIOUS FACTORS ON THE MEMBERS OF THE
GROUP.

MAKE SMALLER GROUPS

ENCOURAGE AGREEMENT WITH GROUP GOALS.
INCREASE THE TIME MEMBERS SPEND TOGETHER.
STIMULATE COMPETITION WITH OTHER GROUPS.
GIVE REWARDS TO THE GROUP RATHER THAN TO
MEMBERS.
INCREASE INTERACTION AMONG INDIVIDUALS.

An organisation will
function best when its
personnel function not as
individuals but as
members of highly
effective work group with
high performance goals.