Assignment

Subject: Management Concepts & Organisational Behaviour

Topic: Unit 4 – Group Dynamics
Q.1. Explain Group Dynamics?

Ans. The social process by which people interact with one another in groups is called
group dynamics. Group dynamic focuses on team work where small groups contact with
each other and share common ideas to accomplish the goals. Thus, a group consists of
two or more persons to interact with each other consciously for the achievement of
certain common objectives. The members influence the group and in turn are influenced
by others in the group. To quote David Smith “a group is a set of two or more individuals
who are jointly characterized by a network of communication, a shared sense of
collective identity and one or more shared dispositions with associated strength”.

In order to be called a group, an aggregation of persons must satisfy the following

conditions:

I. People must interact with one another,

II. People must be psychologically aware of one another, and

III. People should perceive themselves to be a group.

Q.2. Describe the uses of Group?

Ans. Groups are useful for organizations as they provide norms of behavior for its
members. They provide a mechanism for people at work place to talk to one another
about job or personal problems. They provide a feeling of camaraderie, companionship
and understanding. Groups enable the members gain a feeling of belongingness through
which the members derive esteem, recognition and status. A sound understanding of
the group dynamics at the work place keeps the manager in a good stead so that
appropriate initiatives for behavior modifications and to introduce change can be
implemented.

Q.3. Describe types of groups?

Ans The following types of groups coexist in every organization.

i. Formal Groups: Formal Groups are a part of the organization structure. They are
created deliberately by the management to perform the assigned duties. Work groups,
committees and quality circles fall in this category. These groups are characterized by
clear-cut authority-responsibility relationships. The pattern of communication is also
well defined. Rules are laid down to regulate the behavior of group members.
ii. Informal Groups: Informal groups arise spontaneously at the work place because of
social interaction between the people. They are created by individuals rather than by
management. They are based on common interest, language, taste, religion, background,
etc. Thus, informal groups are alliances that are not officially planned. These groups are
natural entities in the work environment. Informal groups are more flexible than the
formal groups. Since they concentrate on personal contacts between the members, they
represent the human side of enterprise as compared to technical side represented by
the formal groups.
iii. Command and Task Groups: Formal groups may be subclassified into command
and task groups. The command group is composed of subordinates who report directly
to a common boss. Thus, a supervisor and the operative employees reporting to him
form a command group. The task group, on the other hand, represents those working
together to complete a given task. A task group or teams, say for the introduction of a
new product or service, is usually formed to complete an assignment that involves a
number of departments. Further, a command group is more permanent than a task
group in the organization.
iv. Interest and Friendship Groups: Informal alliances may take the shape of interest
and friendship groups. An interest group consists of people having a specific objective
and not aligned to common command or task groups. For instance, employees who
group together to pressurize the management for free transport and other benefits
constitute an interest group. But a friendship group includes close friends or relatives.
These relations even extend outside the organization. The group members know each
other very well and have good relations.

Q.4. Describe Leadership and types of leadership?

Ans.  Leadership is the process of influencing the subordinates so that they cooperate
enthusiastically in the achievement of group goals. In other words, leadership is the
process by which an executive imaginatively directs, guides, and influences the work of
others in choosing and attaining specified goals by mediating between the individuals
and the organization in such a manner that both will obtain maximum satisfaction.
Styles of Leadership
Leadership style refers to a leader’s behavior. Behavioural pattern which the leader
reflects in his role as a leader is often described as the style of leadership. Leadership
style is the result of leader’s philosophy, personality, experience, and value system. It
also depends upon the types of followers and the organizational atmosphere prevailing
in the enterprise.
Different types of leadership styles are: i. Autocratic leadership; ii. Participative
leadership; iii. Free rein leadership; and iv. Paternalistic leadership.
i. Autocratic or Authoritarian Leadership
The autocratic leader gives orders which must be obeyed by the subordinates. He
determines policies for the group without consulting them and does not give detailed
information about future plans, but simply tells the group what immediate steps they
must take. He gives personal praise or criticism to each member on his own initiative
and remains aloof from the group for the major part of the time. Thus, under this style,
all decision-making power is centralized in the leader. Leader adopting this style
stresses his prerogative to decide and order and subordinates’ obligation to do what
they are told to carry out.
ii. Participative or Democratic Leadership
A democratic leader is one who gives instructions only after consulting the group. He
sees to it that policies are worked out in group discussions and with the acceptance of
the group. Participative manager decentralizes managerial authority. His decisions are
not unilateral like that of the autocratic leader. Unlike an autocratic manager who
controls through the authority, a participative manager exercises control mostly by
using forces within the group. Some of the advantages of participative leadership are:
- It increases the acceptance of management’s ideas.
- It improves the attitude of employees towards their jobs and the organization.
- It increases the cooperation between management and employees.
- It leads to reduction in the number of complaints and grievances.
- It increases the morale of the employees.
iii. Free Rein or Laissez Faire Leadership
A free rein leader does not lead, but leaves the group entirely to itself. The free rein
leader avoids power. He depends largely upon the group to establish its own goals and
work out its own problems. Group members work themselves and provide their own
motivation. The leader completely abdicates his leadership position by giving most of
the work entrusted to him to the group which he is supposed to lead. This is also known
as permissive style of leadership, where there is least intervention by the leader.
Abdication of authority by the leader and letting the group to operate entirely on its
own are the common features of this style. This mode of direction can produce good
and quick results if the subordinates are highly educated, responsible and brilliant who
have a strong desire and commitment to give their best to the organization.
iv. Paternalistic Leadership
In this style, the leader assumes that his function is paternal or fatherly. His attitude is
that of treating the relationship between the leader and his group as that of family with
the leader as the head of family. He works to help, guide, protect, and keep his followers
happily working together as members of a family. He provides them with good working
conditions, fringe benefits and employee services. This style has been successful,
particularly in Japan because of its cultural background. It is said that employees under
such leadership will work harder out of gratitude.