Group dynamics 

is the study of groups, and also a general term for group processes. Relevant to the
fields of psychology, sociology, and communication studies, a group is two or more individuals
who are connected to each other by social relationships.[1] Because they interact and
influence each other, groups develop a number of dynamic processes that separate
them from a random collection of individuals. These processes include norms, roles,
relations, development, need to belong, social influence, and effects on behavior. The
field of group dynamics is primarily concerned with small group behavior. Groups may be classified as
aggregate, primary, secondary and category groups.

In organizational development (OD), or group dynamics, the phrase "group process" refers to the
understanding of the behavior of people in groups, such as task groups, that are trying to solve a
problem or make a decision. An individual with expertise in 'group process, such as a
trained facilitator, can assist a group in accomplishing its objective by diagnosing how well the group
is functioning as a problem-solving or decision-making entity and intervening to alter the group's
operating behaviour.

Because people gather in groups for reasons other than task accomplishment, group process occurs
in other types of groups such as personal growth groups (e.g. encounter groups, study groups, prayer
groups). In such cases, an individual with expertise in group process can be helpful in the role of
facilitator.

Well researched but rarely mentioned by professional group workers, is the social status of people
within the group (i.e., senior or junior). The group leader (or facilitator) will usually have a strong
influence on the group due to his or her role of shaping the group's outcomes. This influence will also
be affected by the leader's sex, race, relative age, income, appearance, and personality, as well as
organizational structures and many other factors.

Dimensions of group process

Aspects of group process include:

 Patterns of communication and coordination

 Patterns of influence
 Roles / relationship
 Patterns of dominance (e.g. who leads, who defers)
 Balance of task focus vs social focus
 Level of group effectiveness
 How conflict is handled[citation needed]
 Emotional state of the group as a whole, what Wilfred Bion called basic assumptions.[4]
Groups of individuals gathered together to achieve a goal or objective, either as a committee or some
other grouping, go through several predictable stages before useful work can be done. These stages
are a function of a number of variables, not the least of which is the self-identification of the role each
member will tend to play, and the emergence of natural leaders and individuals who will serve as
sources of information. Any individual in a leadership position whose responsibilities involve getting
groups of individuals to work together should both be conversant with the phases of the group
process and possess the skills necessary to capitalize on these stages to accomplish the objective of
forming a productive, cohesive team.

Various theories of group development exist. The model below combines elements of theories by
Jones (1973), Tuckman (1965), and Banet (1976). In this model, each phase of group development is
looked at with respect to group members' concerns with task and personal relations (process)
functions.[5]

Phas
Task Functions Personal Relations Functions
e

1 Orientation Testing and Dependence

2 Organizing to Get Work Done Intragroup Conflict

3 Information-flow Group Cohesion

4 Problem-solving Interdependence

Application

[edit]Workgroups applications
Group dynamics is a critical factor in group performance. Understanding how the group works and if
and how it is developing will help the team leader to lead the team better. Inorganizational
development context, the need for managing or improving the group dynamics will lead to an
intervention based consulting project, where tools such as team building orSociomapping are used.

[edit]Therapy applications
Group dynamics form a basis for group therapy, often with therapeutic approaches that are formed of
groups such as family therapy and the expressive therapies.
[edit]Virtual group applications
Increasingly, group dynamics are of interest in light of online social interaction and virtual
communities made possible by the internet.

Team formation
1. Decide whether you really do need a team

Just because it is fashionable to talk about team building, it does not mean that every job needs
a team to complete it. It may be that a single skilled person working on their own and properly
supported can achieve the task more effectively than getting together a group of people and
making them into a team. Consider the need for a range of expertise and experience, for shared
workloads, and brainstorming and problem solving. In such cases a team will be your best
option.

2. Determine the objectives which need to be achieved and the skills needed to reach them

Be clear about the broad outcome of the project. Identify the technical and team skills you need
and bring together individuals with that range of skills. Whatever the range of personnel available
to you, the key is to pick people with a mix of different skills. These include team skills, personal
skills and technical abilities.

3. Plan a team building strategy

Invest time at the outset in getting the operating framework right so that the team will develop
and grow. There are various areas which need to be considered:

* a climate of trust--where mistakes and failures are viewed as learning experiences, not
occasions for blame

* free flow of information--to all those who need to integrate their work with business objectives

* training--in communication, interpersonal and negotiation skills, and to handle the tasks
required and to adopt responsibility for them

* time--for coordinating activities, developing thoughts and monitoring progress, and for regular
meetings

* objectives--in step 2 above--need to be clearly understood by all team members. This is

increasingly a case of involving team members in setting the objectives rather than dictating
prescribed objectives to them

* feedback--everybody needs to know how well they are doing and if and where improvements
can be made, with a focus on the positive aspects and ways of dealing with the negative ones.

4. Get the team together

It is important at this early stage that you don't actually try to solve the problem you are
confronted with. At the initial meeting you should aim to start to build the team as a team.
Discuss and agree the outcomes the team is to achieve. Clarify the common purposes and
ensure everyone knows what their personal contribution to the team's success is, its place in the
project schedule and its importance to the project's success.
5. Explore and establish the operating ground rules

There will be a need:

* for open and honest communication, so that everyone can say what they think and feel without
fear, rancour or anger

* to listen to others, including minority or extreme views

* to agree which decision-making, reporting and other processes will be adopted for the life-span
of the team.

6. Identify individuals' strengths

Carry out an audit of individuals' strengths so that the team as a whole can benefit from all the
skills and expertise available. Consider bringing in someone with team building experience to
help with the initial phases, especially if the team's task is major and important.

7. Include yourself as a team member

Your role is as a member of the team--not just the boss. Clarify that everyone in the team has an
important role and yours happens to be the team leader. Act as a role model and maintain
effective communication with all members, especially listening.

It may be of benefit for roles to remain fluid, adding to the flexibility of working relationships,
without team members losing the focus of their individual strengths or objectives. An effective
leader may decide to cede project leadership--albeit temporarily--to another, when specific skills
are required.

8. Check objectives

Check the team's objectives regularly to ensure that everyone still has a clear focus on what they
are working towards, both individually and as a team.

9. Time meetings with care

Inessential meetings are a bane, but if there are too few, the project--and the team--can lose
focus. Meet regularly but with purpose:

* to provide an opportunity to ask `how are we doing'

* to review progress on the task

* to reflect on how the team is working.

If any gaps or problems arise from the review, plan and implement activity and corrective
measures.
10. Dissolve the team

When the team has accomplished its tasks, acknowledge this. Carry out a final review to see if
objectives have been achieved and evaluate the team's performance, so that individuals may
learn, improve and benefit next time round. If all the objectives have been met the team can be
disbanded.
Dos and don'ts for successful team building
Do

* Establish that you actually need a team.

* Take the time and trouble to manage and facilitate the team's development and activity.

* Establish as a team the common aims, objectives and success criteria for the task, project or
process.

* Clarify regularly who is to do what, by when, as their contribution to the team's targets.

* Remember that you can't win a team game on your own.

* Communicate freely with all members of the team.

* Manage team meetings so that everyone has their say and feels involved in the decision-
making and planning processes.

* Disband the team when objectives have been met.

Don't

* Expect a new team to fire on all four cylinders from day one. A team is an entity in its own right,
like a new employee needing induction and development.

* Exercise tight management control and squash creativity.

* Let the team feel too exclusive, in case it shuts out other parts of the organisation.

* Let individuals take the credit for the team's achievements.

* Dominate, however unintentionally--even unconsciously.

Benefits of team building ( Why do people live in teams)-

Successful team building can:

* coordinate individuals' efforts as they tackle complex tasks

* make the most of the personal expertise and knowledge of everyone involved, which might
otherwise remain untapped

* raise and sustain motivation and confidence as individual team members feel supported and
involved

* encourage members to spark ideas off each other, to solve problems and find appropriate ways
forward

* help break down communication barriers and avoid unhealthy competition, rivalry and point-
scoring
* raise the level of individual and collective empowerment

* support approaches such as TQM, Just-in-Time management, customer careprogrammes, and

Investors in People
* bring about commitment to and ownership of the task in hand.
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PNR-Number: 254-1586075 Train Number: 2276 Train Name: ALD DURONTO EXP
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