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Group dynamic

Group dynamic is an area in behavior sciences which studies the nature and functioning of groups of people and the forces that operate in utilizing this knowledge. This is aimed at developing groups in work organizations. These groups consist of number of people who share feelings, togetherness and have a common goal. A team is still a higher level of social organization than a group hence requires team development for proper functioning. The team has to under go some stages to develop to a functional team.

It also requires team training to ensure different departments coordinate in their functions. Group dynamics is also referred to as organizational development which is the term used for group processes. A group is attached to each other by social relations forming a social structure. The members interact face- to- face. Members entail persons working in a team where the efforts of the team are several times more than the efforts an individual would put in, if they were to work independently.

Tremendous amount of human energy is released and canalized through productive ways, when people work in teams. Group dynamics ideology can be useful in many organizational events which could include efficient administration of groups, forums and so on. Some of characteristics of the teams are to develop the precision in understanding the role and role relationships, the members are more creative or original on their work. The teams bring creative and practical ideas essential for the survival of the organization in competitive market.

In group dynamic, each member should be clear about their roles, role expectation, and role relationships. Group dynamic is important for personal development, character building and team work (Katzenbach & Smith, 1998). Group dynamics entails the study of group patterns and individual development. The topics are group development, group size, risky shift, social support and group mix and group norms. These topics seek to illustrate the importance of society and group in producing dynamic and varied results.

In this paper focus will be on the group development and its training (Ringer, 2002¬). A team is a collection of people in which there is comparative decision sharing and the rules are established within the organization and the fruits for efforts are shared by all members of the team. Companies emphasize the aspect of team development since it encourages workers to cooperate and this aid in eliminating internal conflicts which have a negative impact on the company.

The major problem associated with a large team is that it will take a longer time to make decisions compared to when the group is small. A team is characterized by togetherness a feeling of togetherness among the members in working, processes are shared and decisions are made collectively. This is essential to the organization in gaining overall company objectives. A team serves different roles and responsibilities. It has strategies and makes use of skills possessed by the members. These strategies have to be fulfilled by the team by the end of the targeted period.

In a team, each member knows their roles and each of them contributes to the achievement of the general purposes of the organization. Despite the members having differences in their views and emotions, it still remains important that they participate in the goal achievement. In team development, personalities matter so much as they contribute much the social aspect of the team. A team contributes so much in that it brings a sense of identity to individual workers, it creates a pool of ideas, it increases the confidence of employees an it creates a feeling of ongoing-support.

Teams work together in different ways, there are teams that come together physically once daily, weekly, fortnightly; there are also teams that only communicate through e-mails and through conference calls; there are also those teams that work on particular projects together. Game plan is a critical element of a team as it gives direction on how the tasks will be carried out so as to attain the overall objectives. An example is at Impact Factory, a freelance firm where the team works on different a project together and the final objectives are achieved by the members combining their efforts on that particular project.

Team Development is also known as team building which means that teams develop by having the chance to share information and work together. Through research done and observation of teams it was established that there is a continuous process of team development inside organizations. Every organization encourages this but the dedication varies, the process requires an external force whose responsibility is to critically analyze and identify the needs and areas that need to be improved for better performance of the team.

The first person to propose the process of team development was Tuckman in 1965 when he emphasized that the phases are essential and inevitable to ensure that the team face up challenges, find solutions to problems, plan and perform. This process is known as Forming – Storming – Norming – Performing model of group development and has become the basis for consequent models of both group development and team dynamic. The process explains the behavior of teams. At the forming stage the team is formed and members will have to understand one another and be contented with each others company.

The members also get to define personal roles in the team as well as that of other team members and their purpose in the team. The members act independently which is natural and expected since they are suspicious and unsure of what they expect and only show their best behavior. At this time it is easy to see how each member works as an individual. This stage is characterized by clearly specifying the team’s purpose and task; the team should also know the concept of group development. The team relies on the supervisors for guidance and directions since they are moderately uninformed of the team’s issues and objectives.

To ensure that the team develops, the supervisors should share the management expectations of the team. An example of this stage is illustrated by all persons on the first day either in an organization or institution such as college (Menon, 2004). The second stage is storming which is the most difficult for a team but very necessary for the team development since it is the one through which members display their true style. At this stage trust has developed and members can easily air differences on the task and team purpose which is a sign of maturity and readiness to work together.

The stage is very unpleasant, contentious and even painful to members of the team who loath conflict. This is because politeness begins to wear off as team members open up to each other and confront each other’s ideas and perspectives. Conflicts need to be resolved cautiously to ensure that the group does not fall. In some instances, storming can be resolved quickly yet some teams never leave this stage. This highly depends on the maturity of the members; some will dwell on minutiae to evade the real issues. The team needs to be pay attention on its goals to avoid being distracted by relationships and emotional issues.

Incase of conflict the administrators should surface and address them. A member starts to seek positions in order to establish authority among the other members. The 3rd stage is norming; at this level, members now concentrate on the rules, formal procedures and decision making, they also resolve their conflicts. The team observes that rules and regulation are taken seriously. The team has learnt to resolve their misunderstanding and only focuses on their purpose; decisions are made by group agreement. The team will also develop working style and may get involved in social activities.

There is general respect for the leadership and some members share in it. The norming behavior should not be so strong as the group may loose its creativity and begin to suppress healthy agreement. The force behind this stage is the need to finish the purpose of the group. Subgroups may emerge at this level. After the storming and norming, the team has to review on previous functioning. This is done in the performing stage. At this stage, the team is a highly effective problem- solving unit characterized by loyalty to the group and productivity of the same.

A team can be pushed back to the storming stage at times but can get back up. These stages allow the members to be dynamic and duties are delegated by the management. This works for the enhancement of the team. At this level the time does not need instruction (Menon, 2004). In 1975 the process was refined creating a forth stage known as adjourning or Deforming and Mourning. The stage is an adjunct of the process rather than an extension. It involves a break up of the group after it has achieved the objectives that were created have been realized.

Team training is carried out in most organizations due to the value it adds to the productivity of the firm. It can be termed as an activity within an organization which brings about a change in the performance and behaviors of employees. It is one way in which the organization channels its investment and it also assists individual employees to achieve their maximum potential. There are different aspects of good team building which include setting team goals, communication and team performances. To find the best out of teams, team building and training courses are necessary.

This includes sections such as understanding the correct meaning of a team-this forms one of basics of team building and is important knowledge for every team that is on its own, role within the team-each member must play his or her role, effective communication, problem solving and team performance (Casey,1993). To the firm, team training has an overall positive effect on its productivity. It is also a way in which the employees get a break from the organization and on coming back their overall morale is boosted and this greatly contributes to the firm’s improved performance.

To the entire team, training together will make them co-operate more and hence a belonging of togetherness, leading to more co-operation on the job. When the employees are sent out for training, it enables them to meet people from other companies an hence they can exchange views and share information, some of these are professionals in the relevant field and hence these employees will gain extra knowledge leading to better job performance and personal achievement. At a personal level, team training leads to satisfaction of some personal goals such as socialization and making of new friends.

The individual will also get motivated and stimulated as they will know the value of their jobs hence they will determine how important they are to the organization. Team training also leads to proactive learning and attaining of knowledge in the relevant fields. There is also the possibility of increasing the creative and innovative ability of individual workers. Different organizations have different ways in which the training is done and who is responsible for this training.

In some organizations, managers do work with employees to determine the best and most economical opportunities available for learning, the individual employees to be allocated the opportunities and the needs of the whole team. They also analyze the benefits associated with the training and they also link the training to be provided to its applicability on the job. In other organizations, individual workers are responsible for their own training; the organization doesn’t recognize nor provide for the training. Before coming up with a training program, an assessment to determine the needs of the organization has to be carried out.

This is aimed at identifying skills required for effective job performance. Human resources are the assets of the organization playing the same role as that of equipment and capital resources. The organization thus requires an efficient and well trained staff that can bring in new ideas, make use of new technologies, and utilize favorable internal conditions and external conditions in the firm. A firm with competitive work force is always able to accomplish development plan that is put in place and the set objectives are more likely to be achieved (Katzenbach, 1998).

Training can however, have a negative impact on the organization if the behavior intended to be achieved is not acquired hence there will be mere waste of money. Training does not amount to anything if it does not achieve the behavior so intended. The most functional part of any training is where it leads to the employers acquiring new affirmative behaviors towards the organization and managers being able to support employees in their attempt to utilize the new knowledge. Training accounts for a great percentage of expenditures in big organizations. In the USA, approximately $60 Billion was used on training in 1998.

Shell Company, Nigerian branch for example, has a rigorous training program aimed at improving skills of Nigerian youth and preparing technicians and graduates for employment. More than 100 trainees of this program receive employment in the company. The company also has a training program in which the employees receive training in both home and abroad institutions to sharpen their knowledge and improve work skills. Institutions providing this training abroad include Robert Gordon University, UK and this is achieved through the consultancy branch, Innovation.

This training has so far brought about competitiveness in the company. It even ranks top in the oil industries partly due to employee efforts, other factors having contributed too. Conclusion Group behavior in an organization is a function of many factors. Group dynamics, team development and team training are essential for an organization to achieve higher results since a pool of experts is created, there is more cooperation, more specialization, employees get motivated and this improves the organization’s performance as the workforce will be more committed.

References Casey, D. (1993). Managing Business Learning in Organizations. Buckingham: Oxford University Press. Katzenbach, J. R. , & Smith, D. (1998). The Wisdom of Teams in organization. Ohio: McGraw- Hill. Menon, A. S. (2004). Group Behavior and team building. New York: Oxford university press. Ringer, T. M. (2002). Group action: Group dynamics in educational, therapeutic and corporate setting. London: Jessica Kingsley.

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