Abstract

Human groups are continuously forming, developing, changing and dissolving. For managers, this dynamic flow of group behavior presents some thorny problems: How do I get this group off on the right foot? What stand should I take in relation to the group as we go along? What symptoms of healthy or unhealthy group development should I lookout for? What should I do if I see danger signs? How can I manage a group to work most effectively? This research paper presents the contributions of social psychology, in particular the impact of group dynamics, on the organisations. Group dynamics focuses on the development and operation of groups and is premised on the idea that the process of socialization is achieved through group members learning their respective roles. The assumption of roles by group members helps them to determine how to act in their groups, which often leads to an "us vs. them" mentality. Research focused on the minimal group paradigm (MPG) has shed light on the minimum conditions necessary for the group thinking to take place. This research has recently developed the belief that behaviors are rational, instrumental actions aimed at maximizing economic self-interest. As a result ,the MPG can be applied to all entrepreneurial organizations.

Introduction
A group is constantly developing and changing when Interaction takes place. A group is connections linking the individual members two or more individuals.

We define "group" as more than two employees who have an ongoing relationship in which they interact and influence one mother's behaviour and performance. The behaviour of individuals in groups is something more than the sum total of each acting in his or her own way. In other words, when individuals are in groups, they act differently than they do when they are alone. A group refers to the association of two or more persons interacting among themselves for the achievement of common goal. A group can be identified by: 1. Studying the perception group and cognition of each of the group members to determine as to which other individuals exist for each of the members psychologically. 2. Analysis of the group itself and the itself and the behavior of each of its members to ascertain as to whether or not a particular individuals fits in a member.

Here group interaction and common goal are very important elements of group. The interaction reflects regular discussions and communication which may influence the behaviour of the group members. Moreover, the group members agree to achieve some common goal which is termed as group goal. The group goal binds the members together for making effort in the direction of realisation of the goal. Given the important role that groups play in organisations, let us concentrate our focus upon the meaning of a work group. In true sense and for our purpose of studying group behaviour, the collection of individuals is called a group, when:

The members of the group constantly interact with each other, so that one persons actions affect and are being affected by the action of another person; Each member of group identifies with other member of the group; The member of the group is psychologically aware of each other; The behaviour of each member is interdependent on others. Thus, a group is a set of two or more people who continuously interact with each other to achieve certain goals or meet certain needs. Accordingly, only gathering of individuals cannot be called a group. Mere collection of people cannot constitute a group. eg:-a crowd in front of a shop in the market watching India vs Pakistan one day cricket match on T.V. 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.

TYPES OF WORK GROUPS

Whatever may be the causes for which groups are formed, the formation of groups has become inevitable phenomenon in every organisation. There exists different types of groups in organisations. Each group plays crucial role in achieving organisational effectiveness. There are different ways through which we can classify the groups. One broad way to classify the group is on the basis their formation. Accordingly, the group can be formal group or informal group. 1.1.1 Formal Work Groups Formal work groups are formed by the organisations. These groups are formed in order to help the organisation to achieve its specific goals. The goals of formal work group are determined according to the needs of the organisation. For example, purchase committee, quality control group, disciplinary action

committees are the formal groups constituted by an organisation. These groups are established to accomplish certain organisational goals such as increasing product quality, safety, discipline, etc. in an organisation.

Types of Formal Work Groups There are different types of formal groups in an organisation. Four important kinds of formal groups are command groups, the committees, teams, and self-managed work teams. Let us learn them in detail.

Command Group: It is the collection of employees who report to the same supervisor. Command groups are based on the basic reporting relationship in organisations. The existence of formal groups is represented on organisational charts as departments (such as finance, personnel, marketing, sales, or accounting). Command groups help an organisation to accomplish variety of tasks. They have tremendous impact upon the extent to which an organisation is able to achieve its goals. The leaders of the command group play an important role in determining the effectiveness of these groups.

The Committees: It is the collection of people who are brought together by the organisation to accomplish a specific goal. Once the goal is achieved, the organisation disbands the committees. In case such committees are dealing with long term problems, in that case they may not be disbanded but the members in the committees can be changed or rotated on the basis of seniority and other criteria. These kinds of committees are known as standing committees.

The Team: It is a formal work group. People work in a group does not mean that they work in a team. A team is formed by the organisation for some specific purpose. In a team, there is a high level of interaction among its members. The members of the team work together very intensely to achieve a common goal. In course of working together, the member of the team learn the abilities and experiences of their members to accomplish things that could not be achieved by individuals working separately or by any other kinds of work groups. Self-Managed Work Teams: Self-managed work teams are little different from normal teams . The members of self-managed work team are responsible for ensuring that the team accomplishes its goals. Leader of this team is identified by its members. The performance of leadership tasks is assigned to individual group members. The team is empowered to discipline its members who are not performing at an adequate level. There is coordinating efforts across group members, and even hiring and firing for and

within the team is done by the team itself. In the recent years self-managed teams are gaining popularity and they have created a dramatic impact on organisations as well as on their members.

Literature Review
Vjollca Sadiraj, Jan Tuinstra and Frans van Winden in May 2003, presented a dynamic model of endogenous interest group sizes and policymaking. The model integrates top-down (policy) and bottom-up (individual and social-structural) influences on the development of interest groups. Comparative statics results show that the standard assumption of fixed-sized interest groups can be very misleading. Furthermore, dynamic analysis of the model demonstrates that reliance on equilibrium results can be misleading as well since equilibria may not be stable. In fact, complicated dynamics may emerge naturally, leading to erratic and path dependent time patterns for policy and interest group sizes. Sonnemans Joep etal 2000 justified that economic behavior often takes place in groups of small numbers of people interacting with each other (like work teams, neighborhoods, social networks, etc.). Characteristic of such interaction is the development of (affective) interpersonal relationships, or social ties. According to sociologists, the embeddedness of economic behavior in networks of social ties has a profound impact on economic performance. Clawson James 1997 justified that groups tend to develop over time in similar, relatively consistent patterns. Groups are formed or they coalesce naturally around some common purpose or objective. Pittinsky Todd and Welle Brian, 2004 studied that citizens who identify with their nation are motivated to see their leadership in ways that reflect positively on their group. Such a positive interpretation likely maintains the self-esteem such citizens derive from membership in their national identity group. Turan G. Bali et al, 2004 justified that investment bankers focus on narrow, industry-based peer groups for individual stock valuation. And some market-neutral equity hedge fund managers restrict their portfolios to be sector-neutral as well. Crump Larry, 2003 justified that inter-organizational unity does not assure coherent team behavior and negotiation goal achievement, while disunity does not preclude coherent action and negotiation success. Yagil Dana et al, 2004 studied the perceived group climate and and self-efficacy that would effect emotional experience toward group members, which in turn would affect conflict management patterns. Dr. Yun Seokhwa, 2002 justified in his research that transformational and empowering leadership are the most effective types for the guidance of teams , both transformational and empowering leadership can enhance teamwork through the influence of job satisfaction.

 Manzoor S R et al., 2011 studied the positive effects of teamwork, esprit de corps, team trust and recognition and rewards on employee performance. Ellickson Robert, 2006 justified that methodological individualists see a social norm as emerging not from a collective decision by an informal group, but rather from the purposive interactions of the groups individual members.

Objectives
To study the formation of a group and various factors affecting group formation. To study the impact of cohesiveness on the efficiency of a formal group. To study the group dynamics. To study the development of group norms in formal groups.

Research Methodology
This is a descriptive research based on secondary data obtained from various research papers conducted by various researchers from all around the world. The data is collected from the e libraries and various e journals.

Conceptual Framework
The group dynamics refers to changes which take place within groups and is concerned with the interaction and forces obtained between group members in social settings .It is a study of forces operating within a group. A group doesnt simply mean individuals possessing same identical features. For instance, A collection of students or beggars doesnt form a group. These are class. A group is formed when the Two or More individuals, interacting and interdependent, who have come together to achieve particular objectives The social process by which people interact face-to-face in a group environment 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. Suppose we say one plus one equals eleven. 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 eleven.

PRINCIPLES OF THE GROUP DYNAMICS: 1- The members of the group must have a strong sense of belonging to the group .The barrier between the leaders and to be led must be broken down. 2- The more attraction a group is to its members, the greater influence it would exercise on its The members. 3- grater the prestige of the group member in the eyes of the member in the eyes of the members, the greater influence he would exercise on the theme. 4- The successful efforts to change individuals sub parts of the group would result in making them confirm to the norms of the group. 5- The pressures for change when strong can be established in the group by creating a shared perception by the members for the need for the change. 6- Information relating to the need for change, plans for change and the consequence of the changes must be shared by the members of the group. 7- The changes in one part of the groups may produce stress in the other parts, which can be reduced only by eliminating the change or by bringing about readjustments in the related parts. 8- The groups arise and function owing to common motives. 9- The groups survive by pacing the members into functional hierarchy and facilitating the action towards the goal. 10- The intergroup relations, group organization, member participation is essential for effectiveness of a group. Group formation Groups, which we find in organisations in our day-to-day life, are not formed over night. Employee turnover, new selection, transfers and promotions of the employees in the organisation have impact upon the group status and may bring change in the existing group. As a result, group tasks and goals also change. How do groups change over time? It is very interesting and significant. In order to increase group performance, it is very important to manage these changes effectively. For example when a new batch of employees joins an organisation, and starts forming group on the basis of various factors discussed earlier, they face lot of difficulty to form a group.

In fact, initially at each stage the group faces many difficulties. Similar is the case with work groups, from their inception to adjournment , they undergo important changes. Tuckman has divided the developments of a group in to five stages. They are forming, storming, norming, performing and adjourning. Let us learn them in detail.

Stages of group formation Forming : The first stage of group development is called forming. At this stage, members try to know each other and establish a common understanding among them. They struggle to clarify group goals and determine appropriate behaviour within the group. The forming stage is completed once individuals within the group feel that they are truly the members of the group.

Storming : As its name implies, this stage is characterised by considerable amount of conflict. At this stage, group members try to resist for being controlled by the group very often, the members disagree about who should lead the group. They also have difference of opinion over how much power should the leader of their group have, etc. This stage is completed when group members no longer resist the groups control and there is mutual understanding and agreement about who will lead the group. Normally this stage is completed when group members consider that is it is better to work together for the achievement of the group goals.

Norming : This is the third stage in the group development. At this stage, group members really start feeling that they belong to the group. They develop a very close intimacy and relationship with one another. A feeling of friendship develops among them. A well-developed sense of common purpose of the group emerges among the members. In this stage, group members agree on standards to guide the behaviour in the group.

Performing : When this stage reaches, the group is ready to tackle all types of group tasks. The members of the group work toward achievement of the group goals. The real work of the group gets accomplished at this stage. To arrive at this stage, groups should not take very long time.

GROUP COHESIVENESS Group cohesiveness is nothing but it is the attractiveness of a group to its members. A highly cohesive group very much appeals to their members. The cohesiveness of a group affects its performance and effectiveness. There are a large number of factors, which influence the level of cohesiveness of a group. Those factors can be broadly categorized into five types. They are : size of the group, homogeneous character of group members, success of the group, competition with other groups, and the exclusiveness of the group. Let us learn them in detail. Size of the Group : Just like small family is more cohesive, similar is the case with a group. In case the size of the group is large, their members tend to be less satisfied and do not tend to be cohesive. Normally in a large group, only a few members of the group try to dominate every thing such as suggestion, opinion, its day to day functioning without giving opportunities for participation to the other members in the group. Therefore, the large groups are more prone to conflict, and members find it difficult to form close ties with each other, than a small or medium size group in which there exists cohesiveness.

Homogeneous Character of Group Members : More similarity the member feel with each other, better the chances that they will well get along with, and feel comfortable to communicate with each other. The most cohesive group is one where members are more homogeneous in terms of age, sex, education, marital status etc. and they share certain attitudes, values, experiences, and other characteristics, which are common to each other. Success of Group : It is the success of the group which can make it cohesive. A realisation develops among its members to avoid differences for achieving group goals. When groups are successful in achieving their goals, they become especially attractive to their members, and group cohesiveness enhances. Competition with Other Groups : Competition between groups in an organisation increases group cohesiveness when it motivates members of each group to band together to achieve group goals. For this reason, organisations often promote group cohesiveness by having work groups competition in the organisation between /among groups over sales target, zero defect production, minimization of wastages; etc. A group of production workers may compete to see which group can maintain the highest quality standards, and groups of maintenance workers may compete to have the best attendance record. Giving groups names and publicizing also encourage healthy competition, which groups are doing extraordinarily well. Exclusiveness : A groups exclusiveness is indicated by how is it difficult to become a member of the group, the extent to which outsider look up to group members. The exclusiveness of a group gives status in the organisation. It also provides special rights and privileges to its group members.

Relationship between Group Cohesiveness and Productivity

High

High Productivity

Moderate Productivity

Performance Norms Low Productivity Low Moderate to Low Productivity

Model Group Cohesiveness and Productivity

Thus, in cohesive group members become more active participants in the group activities and the level of communication within the group increases. They share a common goal, develop high group loyalty and get united to perceive threat. Moreover, in a cohesive group information flows through the group very fast. Group Norms Group norms are group-held beliefs bout how members should behave in a given

context. Sociologists describe norms as informal understandings that govern societys behaviors,[1] while psychologists have adopted a more general definition, recognizing smaller group units, like a team or an office, may also endorse norms separate or in addition to cultural or societal expectations. [2] The psychological definition emphasizes social norms' behavioral component, stating norms have two dimensions: how much behavior is exhibited and how much the group approves of that behavior. Norms are unwritten rules and regulations, which govern the behavior and actions of its members. It is the acceptable standards of behavior of a group which is commonly shared by its members. We can only call a group effective groups, which control the behavior of its members through its norms and channelize their effort for the attainment of group as well as the organisational goals.

Analysis and Interpretation

Groups, which we find in organisations in our day-to-day life, are not formed over night. Employee turnover, new selection, transfers and promotions of the employees in the organisation have impact upon the group status and may bring change in the existing group. As a result, group tasks and goals also change. How do groups change over time? It is very interesting and significant. In order to increase group performance, it is very important to manage these changes effectively. For example when a new batch of employees joins an organisation, and starts forming group on the basis of various factors discussed earlier, they face lot of difficulty to form a group. There are various factors, which influence the formation of groups in organisations. Psychological Factors : After joining the organisation, individual joins a particular group in which he/she finds him/her interest, attitude, personality, perception etc. matching with other individuals within the department or the organisation. As a result, group is formed. Social Factors : Individuals also form or join the group based upon their social class, caste, and religion to satisfy their social needs. They do it primarily for satisfying their love, affection and care needs, which initially they feel deprived after leaving their families. Security Factors : As an individual, sometimes one can feel insecure over unexpected developments such as sudden health problem, termination, suspension, local problems etc., therefore, everyone likes to be in a group to feel secured to work. Especially in a new place, for a new employee, the security need could be one of the major factors for joining a group.

Economic Factors : When an individual works in an organisation, he/she gets all types of economic incentives and benefits available within the rules and regulations. Sometimes organisations cannot meet an individuals accidental or obligatory needs like money for marriage, house construction, medical care and other proposes. So he/she gets associated with those people who help him/her at the time of need. Cultural Factors : Individuals come to work from different society and culture. In case the place at which they work are far away from their place of origin , region and culture; they feel like a fish out of water. It may be due to the absence of cultural celebrations. This is one of the reasons for which people coming from same culture, tradition and speaking similar language usually form the group. Proximity, Interaction, Interest and Influence : This is one of the common and logical reason for which people form the group in the organisation. Some people have to work together. Due to the similarity of nature of job, they have to interact with each other for this purpose. In course of interaction, interest develops which ultimately influences each other to sit, eat, discuss and share besides working together Group cohesiveness is nothing but it is the attractiveness of a group to its members. A highly cohesive group very much appeals to their members. The cohesiveness of a group affects its performance and effectiveness. There are a large number of factors, which influence the level of cohesiveness of a group. Those factors can be broadly categorized into five types. They are : size of the group, homogeneous character of group members, success of the group, competition with other groups, and the exclusiveness of the group. When there are more than one individual in a group, there is every possibility of tension, confusion and conflict over the rights, duties and status of the group among its members. For the smooth functioning of the group, every group, develops its role norms, and rules irrespective of its type. Roles and rules help the group members as well as managers not only to control the members behaviour in group but also specify what behaviours should group members engage in, so that the group will be effective, perform at a high level, and achieve its goals. Roles and rules are formal requirements to facilitate the smooth functioning of group. Norms develop when members in a group share a common idea of acceptable behaviour, which, monitor each others behaviour in the group. Many norms develop because several members bring their past experiences from other groups and from other organisations. Sometimes some critical incidents in the life of the organisation may also set the norm for the group. Dynamic group always is in continuous process of restructuring, adjusting and readjusting members to one another for the purpose of reducing the tensions , eliminating the conflicts and solving the problems which its members have in common. The changes may take within a group and it is interesting to study the way the change do occur. The frequent changes indicate the capacity of the group to change and adapt.

The factors affecting group dynamics are : Backgrounds. Participation Patterns. Communication Patterns. Procedures. Designated Leadership. Member Behavior. Group Cohesion. Sub-Groups. Atmosphere.

- Standards. Conclusion
The present research paper successfully reveals the various factors affecting the formation of groups and group dynamics. It describes how individuals can come close and form informal groups as well and many organizations have found the way of using these informal groups for their benefits. In the world of group dynamics it is completely rational to state that one plus one equals eleven, because when two people interact in a group there exists between them several forces which decide the group behavior. These forces can be both harmful and fruitful to the organization and can even cast an strong impact on efficiency and effectiveness of the group. Modern day managers ought to have the knowledge of group dynamics in order to eliminate the negative vibes from the group and work towards fulfillment of tasks and goals.

Limitations This research paper is a very nave work and is still a very early draft, please do not quote this research paper anywhere. The paper is based on a secondary research and is not hundred percent reliable as the derived results and interpretations are not universally applicable.

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