Group Behaviour

Defining:
Two or more individuals interacting and interdependent, who have come together to achieve
particular objectives. Formal Group A designated work group defined by the organizations
structure. Informal Group A group that is neither formally structured nor organizationally
determined; appears in response to the need for social contact.

Types of Group:
(I) FORMAL AND INFORMAL GROUPS
A designated work group defined by the organizations structure.
A distinctive stature of formal groups is that a hierarchy of authority exists with specified member rules
& regulations.

These are two main types:
i) COMMAND GROUPS:
The manager and his or her immediate subordinates.

ii) TASK GROUPS:
Those working together to complete a job task AN INFORMAL GROUP, also called a clique,
relates to natural formations in the work environment which appear in response to the need
for social contract.

(II) INTERACTING, COACTING AND COUNTER ACTING GROUPS:
In an interacting groups the work of one group member is contingent upon that of the
others. Ex: ASSEMBLY LINE WORKERS
In co-acting groups, the work of individual group members is independent, such as job-shop operations.
Counter-acting groups are those that interact to reconcile mutual differences such as labour-
management negotiating techniques.

(III) OPEN AND CLOSED GROUPS
These are two extreme points at one end is open group, which is in a constant state
of change while in closed group, it is quite stable.

(IV) MEMBERSHIP AND REFERENCE GROUPS:
Membership groups are those to which the individual actually belongs, while Reference groups is the
one with which one identifies or would like to belong.

(V) IN-GROUPS AND OUT-GROUPS
The group to which one belong are in groups, and groups to which they do not are out-groups, especially
if they look upon them with certain amount of antagonism.

Why do people join groups?

There is no single reason why people join groups.
Since most individuals belong to different groups, So they have different attractions towards these.

MOST POPULAR REASONS:

Security


By joining a group, individuals can reduce the insecurity of
standing alone. People feel stronger, have fewer self-doubts,
and are more resistant to threats when they are part of a group.



Status


Inclusion in a group that is viewed as important by others
provides recognition and status for its members.


Self-Esteem


Groups can provide people with feelings of self-worth. That is, in addition
to conveying status to those outside the group, membership can
also give increased feelings of worth to the group members
themselves.



Power


What cannot be achieved individually often becomes possible
through group action. There is power in numbers.



Goal Achievement


There are times when it takes more than one person to
accomplish a particular task; there is a need to pool talents,
knowledge, or power in order to complete a job.






Determinants Of Group Behaviour
External Conditions
A Group is a Subsystem of a formal organization. All elements of the Organisation will have their
influence on a group such elements include

ORGANIZATION STRATEGY
AUTHORITY STRUCTURES
FORMAL REGULATIONS
ORGANIZATIONAL RESOURCES
PROCUREMENT OF PERSONNEL
PERFORMANCE APPRAISAL $ REWARD SYSTEM
ORGANIZATIONAL CULTURE
PHYSICAL WORK SETTING

GROUP MEMBER RESOURCES

Group performance depends, to a considerable extent, on the member resources. It comprises:
ABILITIES OF MANAGERS
PERSONALITY CHARACTERISTICS


GROUP STRUCTURE

Work groups are organized systems they have a structure that shapes the behaviour of members and
makes it possible to explain and predict a large portion of individual behaviour within a group as well as
of groups performance.


It include:
LEADERSHIP
INTERPERSONAL COMPATIBLITY
ROLES
STATUS CONGRUENCE
GROUP SIZE



GROUP PROCESS
Yet another variable in the group behaviour model is group process.
Group processes refer to the communication patterns used by members for information exchanges,
group decision processes, leader behaviour etc.



GROUP TASKS

Groups facilitate organizational task accomplishment.
Group performance depends on the type of task it is involved in
Types of Tasks:
1) On the basis of time frame: Short term & long-term
Routine
2) Task Requirements
Complex
3) Task Objectives.



5 Stage Model Of Group Behaviour
1.Forming: At this first stage of development, members are preoccupied with
familiarizing themselves with the task and to other members of the group.
This is sometimes referred to as the dependent stage, as members tend to
depend on outside expertise for guidance, job definition, and task analysis.

2. Storming: At this stage, the group encounters conflict as members confront and
criticize each other and the approach the group is taking to their task.
Issues that arise include identification of roles and responsibilities,
operational rules and procedures, and the individual need for recognition of
his or her skills and abilities. This stage is also referred to as the
counterdependent stage where members tend to flex their muscles in
search of identity. In some cases, the group may have problems getting
through this stage. This may occur if the group encounters difficulty
clarifying their task, agreeing on their mission or mandate, or deciding how
they will proceed. Lack of skills, ability or aptitude can also contribute to
their inability to get beyond this stage.

3. Norming: At this point, members start to resolve the issues that are creating the
conflict and begin to develop their social agreements. The members begin
to recognize their interdependance, develop cohesion, and agree on the
group norms that will help them function effectively in the future.

4. Performing: When the group has sorted out its social structure and understands
its goals
and individual roles, it will move toward accomplishing its task. Mutual
assistance and creativity become prominent themes at this stage. The
group, sensing its growth and maturity, becomes independent, relying on
its own resources.

5. Adjourning: During this phase, the group will resort to some form of closure that
includes rites and rituals suitable to the event. These may include socials
and parties, or ceremonies that exhibit emotional support or celebration of
their success.



Group Structure:
Roles:
o Identity Certain attitudes and behaviors consistent with a role.
o Perception: An individuals view of how he or she is supposed to act in a given situation.
Role(s) A set of expected behavior patterns attributed to someone occupying a given
position in a social unit.
o Expectations :How others believe a person should act in a given situation.
o Conflict: A situation in which an individual is confronted by divergent role expectations.
Psychological Contract An unwritten agreement that sets out what management expects
from the employee and vice versa.

Norms:
1. Performance norms Appearance norms Social arrangement norms Allocation of resources
norms Norms Acceptable standards of behavior within a group that are shared by the
groups members.
2. Conformity Adjusting ones behavior to align with the norms of the group. Reference
Groups Important groups to which individuals belong or hope to belong and with whose
norms individuals are likely to conform.
3. Deviant Workplace Behavior Antisocial actions by organizational members that
intentionally violate established norms and result in negative consequences for the
organization, its members, or both.
The Hawthorne Studies:
A series of studies undertaken by Elton Mayo at Western Electric Companys Hawthorne Works
in Chicago between 1924 and 1932. Research Conclusions: Worker behavior and sentiments
were closely related. Group influences (norms) were significant in affecting individual behavior.
Group standards (norms) were highly effective in establishing individual worker output. Money
was less a factor in determining worker output than were group standards, sentiments, and
security.
Status:
A socially defined position or rank given to groups or group members by others. Group Norms
Status Equity Culture
Size:
Social Loafing The tendency for individuals to expend less effort when working collectively
than when working individually.
Composition:
Group Demography The degree to which members of a group share a common demographic
attribute, such as age, sex, race, educational level, or length of service in the organization, and the
impact of this attribute on turnover. Cohorts Individuals who, as part of a group, hold a common
attribute.
Cohesiveness:
Increasing group cohesiveness. Make the group smaller. Encourage agreement with group goals.
Increase time members spend together. Increase group status and admission difficultly. Stimulate
competition with other groups. Give rewards to the group, not individuals. Physically isolate the
group. Cohesiveness Degree to which group members are attracted to each other and are
motivated to stay in the group.
Group Tasks:

Decision-making :
Large groups facilitate the pooling of information about complex tasks. Smaller groups are better
suited to coordinating and facilitating the implementation of complex tasks. Simple, routine
standardized tasks reduce the requirement that group processes be effective in order for the group
to perform well.
Group Decision Making Strengths More complete information Increased diversity of views
Higher quality of decisions (more accuracy) Increased acceptance of solutions Weaknesses More
time consuming (slower) Increased pressure to conform Domination by one or a few members
Ambiguous responsibility
Group-think Phenomenon in which the norm for consensus overrides the realistic appraisal of
alternative course of action. Group-shift A change in decision risk between the groups decision
and the individual decision that member within the group would make; can be either toward
conservatism or greater risk.



FUNCTIONS OF THE GROUPS:
1.Formal organizational functions: These relates to basic mission attainment by the
organization. The group completes the work, creates ideas and embraces all activities for
which they are accountable.

2. Psychological Personal functions: The group formation facilitates psychological
functioning , satisfaction of the needs, outlet for affiliation and helps in getting stability
and enhancing the achievements.

3. Mixed or Multiple functions: The formal as well as informal both kinds of roles
are taken up by the members of the group. The formal group can try to fulfill
various psychological roles and leading to increased loyalty, commitment and
energy for effective attainment of the administrative and organizational goals.


GROUP DYNAMI C
Group dynamics refers to a system of behaviors and psychological processes occurring within a
social group (intragroup dynamics), or between social groups (intergroup dynamics). The study
of group dynamics can be useful in understanding decision-making behavior, tracking the spread
of diseases in society, creating effective therapy techniques, and following the emergence and
popularity of new ideas and technologies.
[1]
Group dynamics are at the core of understanding
racism, sexism, and other forms of social prejudice and discrimination. These applications of the
field are studied in psychology, sociology, anthropology, political science, epidemiology,
education, social work, business, and communication studies.
KEY THEORI ST:
Kurt Lewin:

Kurt Lewin (1943, 1948, 1951) is commonly identified as the founder of the movement to study
groups scientifically. He coined the term group dynamics to describe the way groups and
individuals act and react to changing circumstances. Group dynamics can be defined as a field of
enquiry dedicated to the advancing knowledge about the nature of groups, the laws of their
development and their interrelations with individuals, other groups and larger institutions. Based
on their feelings and emotions, members of a group form a common perception. The interactive
psychological relationship in which members of a group form this common perception is actually
"Group Dynamics".
The phrase "Group Dynamics" contains two words-
(i) Group- a social unit of two or more individuals who have in common a set of beliefs
and values, follow the same norms and works for an establishable common aim. The
members of the group share a set of common purpose, tasks or goals.
(ii) (ii) Dynamics- the flow of, coherent activities which as envisaged, will, in toto, lead
the group towards the establishment of its set goals.

William Schutz:

William Schutz (1958, 1966) looked at interpersonal relations from the perspective of three
dimensions: inclusion, control, and affection. This became the basis for a theory of group
behavior that sees groups as resolving issues in each of these stages in order to be able to develop
to the next stage. Conversely, a group may also devolve to an earlier stage if unable to resolve
outstanding issues in a particular stage. He referred to these group dynamics as "the interpersonal
underworld" because they dealt with group processes that were largely unseen, as opposed to
"content" issues, which were nominally the agenda of group meetings.
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 members.
3. The grater the prestige of the group member in the eyes of the member in the eyes of
the members , the grater 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.

FEATURES OF GROUP DYNAMICS:


Group dynamics is concerned with group .Wherever a group exists the
individuals interact and members are continuously changing and adjusting
relationship with respect to each other . The members of the group may interact ,
may be in state of tension , may be attracted or repelled to each other , may
seek
the resolution of these tensions and return to equilibrium after the resolution.
Changes go on occurring like introduction of the new members, changes in
leadership , presence of old and new members and the rate of change fast or
slow. The groups may dissolve if the members are not enthusiastic about the
goals, they have no faith in the ideology and donot identify themselves with the
group. This means that the cohesiveness in the group has decreased.
There may be rigidity or flexibility (cohesiveness or conflict) that influence a
group dynamics. If the members get along well there is smooth sailing for the
group and if there is conflict it leads to problems. A rigid group may not change
and lacks adaptability to change. But the members if are able to solves the
problems, the equilibrium can be maintained. The conflict and tension if
increases within the group, this can cause an open flare up and strong measures
are urgently.
The group organization is essential. It leads to greater group effectiveness,
participation, cooperation and a constructive morale. The leader will be effective
only if the group is organized and stable. Some degree of organization is
essential for effective functioning of the group and depends on the proportion of
the well-defined roles members have in the group. The organized group, is one
with every member having specific roles and acting towards other members in
the prescribed manner.
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.
















Intragroup dynamics[edit]
Intragroup dynamics (also referred to as ingroup-, within-group, or commonly just group dynamics) are
the underlying processes that give rise to a set of norms, roles, relations, and common goals that
characterize a particular social group. Examples of groups include religious, political, military, and
environmental groups, sports teams, work groups, and therapy groups. Amongst the members of a group,
there is a state of interdependence, through which the behaviors, attitudes, opinions, and experiences of
each member are collectively influenced by the other group members.
[13]
In many fields of research, there
is an interest in understanding how group dynamics influence individual behavior, attitudes, and opinions.
The dynamics of a particular group depend on how one defines the boundaries of the group. Often, there
are distinct subgroups within a more broadly defined group. For example, one could define U.S. residents
(Americans) as a group, but could also define a more specific set of U.S. residents (for example,
'Americans in the South'). For each of these groups, there are distinct dynamics that can be discussed.
Notably, on this very broad level, the study of group dynamics is similar to the study of culture. For
example, there are group dynamics in the U.S. South that sustain aculture of honor, which is associated
with norms of toughness, honor-related violence, and self-defense.
[14][15]

Group formation[edit]
Group formation starts with a psychological bond between individuals. The social cohesion
approach suggests that group formation comes out of bonds of interpersonal attraction.
[2]
In contrast,
the social identity approach suggests that a group starts when a collection of individuals perceive that they
share some social category (smokers, nurses, students, hockey players), and that interpersonal
attraction only secondarily enhances the connection between individuals.
[2]
Additionally, from the social
identity approach, group formation involves both identifying with some individuals and
explicitly not identifying with others. So to say, a level of psychological distinctiveness is necessary for
group formation. Through interaction, individuals begin to develop group norms, roles, and attitudes which
define the group, and are internalized to influence behavior.
[16]

Emergent groups arise from a relatively spontaneous process of group formation. For example, in
response to a natural disaster, an emergent response group may form. These groups are characterized
as having no preexisting structure (e.g. group membership, allocated roles) or prior experience working
together.
[17]
Yet, these groups still express high levels of interdependence and coordinate knowledge,
resources, and tasks.
[17]

Group membership and social identity[edit]
The social group is a critical source of information about individual identity.
[18]
An individuals identity (or
self-concept) has two components: personal identity and social identity (or collective self). Ones personal
identity is defined by more idiosyncratic, individual qualities and attributes.
[2]
In contrast, ones social
identity is defined by his or her group membership, and the general characteristics (or prototypes) that
define the group and differentiate it from others.
[2]
We naturally make comparisons between our own
group and other groups, but we do not necessarily make objective comparisons. Instead, we make
evaluations that are self-enhancing, emphasizing the positive qualities of our own group (see ingroup
bias).
[2]
In this way, these comparisons give us a distinct and valued social identity that benefits our self-
esteem. Our social identity and group membership also satisfies a need to belong.
[19]
Of course,
individuals belong to multiple groups. Therefore, ones social identity can have several, qualitatively
distinct parts (for example, ones ethnic identity, religious identity, and political identity).
[20]

Optimal distinctiveness theory suggests that individuals have a desire to be similar to others, but also a
desire to differentiate themselves, ultimately seeking some balance of these two desires (to obtain optimal
distinctiveness).
[21]
For example, one might imagine a young teenager in the United States who tries to
balance these desires, not wanting to be just like everyone else, but also wanting to fit in and be similar
to others. Ones collective self may offer a balance between these two desires.
[2]
That is, to be similar to
others (those who you share group membership with), but also to be different from others (those who are
outside of your group).
Group cohesion[edit]
In the social sciences, group cohesion refers to the processes that keep members of a social group
connected.
[4]
Terms such as attraction, solidarity, and morale are often used to describe group
cohesion.
[4]
It is thought to be one of the most important characteristics of a group, and has been linked to
group performance,
[22]
intergroup conflict
[23]
and therapeutic change.
[24]

Group cohesion, as a scientifically studied property of groups, is commonly associated with Kurt Lewin
and his student, Leon Festinger. Lewin defined group cohesion as the willingness of individuals to stick
together, and believed that without cohesiveness a group could not exist.
[4]
As an extension of Lewins
work, Festinger (along with Stanley Schachter and Kurt Back) described cohesion as, the total field of
forces which act on members to remain in the group (Festinger, Schachter, & Back, 1950, p. 37).
[4]
Later,
this definition was modified to describe the forces acting on individual members to remain in the group,
termed attraction to the group.
[4]
Since then, several models for understanding the concept of group
cohesion have been developed, including Albert Carrons hierarchical model
[25]
and several bi-dimensional
models (vertical v. horizontal cohesion, task v. social cohesion, belongingness and morale, and personal
v. social attraction). Before Lewin and Festinger, there were, of course, descriptions of a very similar
group property. For example, Emile Durkheim described two forms of solidarity (mechanical and organic),
which created a sense of collective conscious and an emotion-based sense of community.
[26]

Black sheep effect[edit]
Beliefs within the ingroup are based on how individuals in the group see their other members. Individuals
tend to upgrade likeable in-group members and deviate from unlikeable group members, making them a
separate outgroup. This is called the black sheep effect.
[27]
A person's beliefs about the group may be
changed depending upon whether they are part of the ingroup or outgroup.
New members of a group must prove themselves to the full members, or old-timers, to become
accepted. Full members have undergone socialization and are already accepted within the group. They
have more privilege than newcomers but more responsibility to help the group achieve its goals. Marginal
members were once full members but lost membership because they failed to live up to the groups
expectations. They can rejoin the group if they go through re-socialization. In a Bogart and Ryan study,
the development of new members' stereotypes about in-groups and out-groups during socialization was
surveyed. Results showed that the new members judged themselves as consistent with the stereotypes of
their in-groups, even when they had recently committed to join those groups or existed as marginal
members. They also tended to judge the group as a whole in an increasingly less positive manner after
they became full members.
[28]

Depending on the self-esteem of an individual, members of the in-group may experience different private
beliefs about the groups activities but will publicly express the oppositethat they actually share these
beliefs. One member may not personally agree with something the group does, but to avoid the black
sheep effect, they will publicly agree with the group and keep the private beliefs to themselves. If the
person is privately self-aware, he or she is more likely to comply with the group even if they possibly have
their own beliefs about the situation.
[27]

In situations of hazing within fraternities and sororities on college campuses, pledges may encounter this
type of situation and may outwardly comply with the tasks they are forced to do regardless of their
personal feelings about the Greek institution they are joining. This is done in an effort to avoid becoming
an outcast of the group.
[28]
Outcasts who behave in a way that might jeopardize the group tend to be
treated more harshly than the likeable ones in a group, creating a black sheep effect. Full members of a
fraternity might treat the incoming new members harshly, causing the pledges to decide if they approve of
the situation and if they will voice their disagreeing opinions about it.
Group influence on individual behavior[edit]
Individual behavior is influenced by the presence of others.
[18]
For example, studies have found that
individuals work harder and faster when others are present (see social facilitation), and that an individuals
performance is reduced when others in the situation create distraction or conflict.
[18]
Groups also influence
individuals decision-making processes. These include decisions related toingroup bias, persuasion
(see Asch conformity experiments), obedience (see Milgram Experiment), and groupthink. There are both
positive and negative implications of group influence on individual behavior. This type of influence is often
useful in the context of work settings, team sports, and political activism. However, the influence of groups
on the individual can also generate extremely negative behaviors, evident in Nazi Germany, the My Lai
Massacre, and in the Abu Ghraib prison (also see Abu Ghraib torture and prisoner abuse).
[29]

Intergroup dynamics[edit]
Intergroup dynamics refers to the behavioral and psychological relationship between two or more groups.
This includes perceptions, attitudes, opinions, and behaviors towards ones own group, as well as those
towards another group. In some cases, intergroup dynamics is prosocial, positive, and beneficial (for
example, when multiple research teams work together to accomplish a task or goal). In other cases,
intergroup dynamics can create conflict. For example, Fischer & Ferlie found initially positive dynamics
between a clinical institution and its external authorities dramatically changed to a 'hot' and intractable
conflict when authorities interfered with its embedded clinical model.
[30]
Similarly, underlying the
1999 Columbine High School shooting in Littleton, Colorado, United States, intergroup dynamics played a
significant role in Eric Harris and Dylan Klebolds decision to kill a teacher and 14 students (including
themselves).
[29]

Intergroup conflict[edit]
According to Social Identity Theory, intergroup conflict starts with a process of comparison between
individuals in one group (the ingroup) to those of another group (the outgroup).
[31]
This comparison
process is not unbiased and objective. Instead, it is a mechanism for enhancing ones self-esteem.
[2]
In
the process of such comparisons, an individual tends to:
favor the ingroup over the outgroup
exaggerate and overgeneralize the differences between the ingroup and the outgroup (to enhance
group distinctiveness)
minimize the perception of differences between ingroup members
remember more detailed and positive information about the ingroup, and more negative information
about the outgroup
[32]

Even without any intergroup interaction (as in the minimal group paradigm), individuals begin to show
favoritism towards their own group, and negative reactions towards the outgroup.
[32]
This conflict can
result in prejudice, stereotypes, and discrimination. Intergroup conflict can be highly competitive,
especially for social groups with a long history of conflict (for example, the 1994 Rwandan Genocide,
rooted in group conflict between the ethnic Hutu and Tutsi).
[2]
In contrast, intergroup competition can
sometimes be relatively harmless, particularly in situations where there is little history of conflict (for
example, between students of different universities) leading to relatively harmless generalizations and
mild competitive behaviors.
[2]
Intergroup conflict is commonly recognized amidst racial, ethnic, religious,
and political groups.
The formation of intergroup conflict was investigated in a popular series of studies by Muzafer Sherif and
colleagues in 1961, called the Robbers Cave Experiment.
[33]
The Robbers Cave Experiment was later
used to support Realistic conflict theory.
[34]
Other prominent theories relating to intergroup conflict
include Social Dominance Theory, and social-/Self-categorization Theory.
Intergroup conflict reduction[edit]
There have been several strategies developed for reducing the tension, bias, prejudice, and conflict
between social groups. These include the contact hypothesis, the jigsaw classroom, and several
categorization-based strategies.
Contact hypothesis (intergroup contact theory)[edit]
In 1954, Gordon Allport suggested that by promoting contact between groups, prejudice can be
reduced.
[35]
Further, he suggested four optimal conditions for contact: equal status between the groups in
the situation; common goals; intergroup cooperation; and the support of authorities, law, or
customs.
[36]
Since then, over 500 studies have been done on prejudice reduction under variations of the
contact hypothesis, and a meta-analytic review suggests overall support for its efficacy.
[36]
In some cases,
even without the four optimal conditions outlined by Allport, prejudice between groups can be reduced.
[36]

Superordinate identities[edit]
Under the contact hypothesis, several models have been developed. A number of these models utilize
a superordinate identity to reduce prejudice. That is, a more broadly defined, umbrella group/identity that
includes the groups that are in conflict. By emphasizing this superordinate identity, individuals in both
subgroups can share a common social identity.
[37]
For example, if there is conflict between White, Black,
and Latino students in a high school, one might try to emphasize the high school group/identity that
students share to reduce conflict between the groups. Models utilizing superordinate identities include
the common ingroup identity model, the ingroup projection model, the mutual intergroup differentiation
model, and the ingroup identity model.
[37]

Interdependence[edit]
There are also techniques for reducing prejudice that utilize interdependence between two or more
groups. That is, members across groups have to rely on one another to accomplish some goal or task. In
the Robbers Cave Experiment, Sherif used this strategy to reduce conflict between groups.
[32]
Elliot
Aronsons Jigsaw Classroom also uses this strategy of interdependence.
[38]
In 1971, thick racial tensions
were abounding in Austin, Texas. Aronson was brought in to examine the nature of this tension within
schools, and to devise a strategy for reducing it (so to improve the process of school integration,
mandated under Brown v. Board of Education in 1954). Despite strong evidence for the effectiveness of
the jigsaw classroom, the strategy was not widely used (arguably because of strong attitudes existing
outside of the schools, which still resisted the notion that racial and ethnic minority groups are equal to
Whites and, similarly, should be integrated into schools).










CONCLUSION:

The groups operate on a common task and common attitudes. The group
dynamics is concerned with the interaction between the group members in a
social situation. This is concerned with the gaining in the knowledge of the group,
how they develop and their effect on the individual members and the organization
in which they function. The group dynamics is essential to study since it helps to
find how the relationships are made within a group and how the forces act within
the group members in a social setting. This helps to recognize the formation of
group and how a group should be organized, lead and promoted.