Group- Concept, Characteristics and Types

Concept of Groups

When two or more people gather together, they form a group. They converse. They are reliant on one another. Their interests are comparable. They accomplish shared goals. It's crucial to comprehend group dynamics if you want to comprehend organizational behavior. The interactions and forces that occur among group members in a social setting are the subject of group dynamics.

According to Stephen P. Robbins, "A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives."

According to Arnold and Feldman, "A workgroup is a collection of two or more people who interact with each other, share similar interests, and come together to accomplish some work activity."

Characteristics of Group

The following characteristics of a group:

• Collection of people: A group of two or more people congregates. They have an incentive to band together. In a social setting, groups function. Members consider themselves to be a collective. They share a common identity. They work as a cohesive team.
• Interaction and interdependence: Individuals interact with one another and are interdependent. The feelings and actions of group members are impacted by interaction. Members are reliant on one another.
• Similar Interests: Members in the group have comparable interests. They share the same ideals and norms. They share a common identity.
• Common goals: Groups work together to accomplish specific objectives that are shared by all participants. To accomplish their goals, they perform tasks.
• Role distinction: Each group member plays a separate role. Their contributions differ as well.

The formation, functioning, and effects of groups—as well as how they affect individuals, groups, and organizations—are all topics covered by the study of group dynamics.

Types of Groups (Classification)

Types of Groups

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Formal Group

The structure of the organization determines it. It was created with official sanction. It is depending on position. It has duties to be completed through work assignments. It is comparatively long-lasting. Members adhere to established policies and practices.

Formal group can be subdivided into:

• Command group:
  It is made up of subordinates who answer directly to a certain manager. The organizational chart determines it. It lasts forever. For instance, a command group is formed by the secretary and his four joint secretaries at the Ministry of Education and Sport.
• Task group:
  It entails people cooperating to finish a specific task. There is a cross-command relationship involved. Members might not always report to the same manager. It is merely transient. A task group is established to finish a certain work assignment. An example of such a group is a task force. Task groups are the same as command groups. But not every task group is a command group.

Informal Group (Clique)

It is a group that is neither formally organized nor predetermined in terms of organization. It develops organically within the workplace without management's approval. Members share interests and require social interaction. Membership is optional. A single person may belong to many unofficial groups. Its main subject is a person.

You can divide an informal gathering into:

• Interest group:
  Each is interested in individuals coming together to achieve a particular goal. Members share a variety of interests. Employees banding together to reinstate a colleague who has been fired by management is a well-known example of an interest group in Nepal.
• Friendship group:
  It is a collection of individuals who share one or more traits. It is a group of friends who engage in a variety of activities together. Friendship groups can be ethnicity-based, regionally-based (Sunsari Sangam, Kaskeli samaj), or they can be made up of people who share a common language or set of beliefs. political stances.

Nature of Informal Group

The following details reveal the characteristics of an informal group:

• Unofficial: It wasn't scheduled. It appears out of nowhere within the official organization. Membership is not formally required and is entirely voluntary.
• Focus: Its main area of interest is people. The group's members share needs or have comparable goals. It does not emphasize positions.
• Basis: Its foundation is found in social interactions, feelings, and private affairs.
• Communication: It communicates through the grapevine and other unofficial means.
• Guidelines for behaviour: Guidelines for conduct. Members' behavior is dictated by the norms, values, and beliefs of the group. No regulations exist.
• Power source: The group itself is the power source. Management does not delegate it.
• Major concepts: Power and politics, as opposed to authority and accountability, are its primary ideas.
• Sources of control: Group punishments are used as the sources of control. It features an unofficial reward and punishment system.
• Coexistence: In the organization, it coexists with the formal group.
• Environment adaptation: It responds to changes in the environment fast. However, it is reluctant to alter inside the group.

Significance of Informal Group

There are informal groups in every company. They have a big impact on how organizations behave. Alongside official groups, they coexist. They are important to organization for the reasons listed below:

• Feeling of security and belonging: Members of informal groupings experience security and belonging. They provide social and safety demands. Collaboration among members is encouraged. Cohesiveness gets stronger.
• Safety valve for emotional issues: In the workplace, informal groups act as a safety valve for anger and other emotional issues.
• Self-image: Informal groups help individuals maintain their sense of self and develop their unique personalities.
• Channel of communication: An informal group is a good way for staff members to communicate. Even informal groups can employ grapevine to spread certain information.
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• Check for authority: Informal groupings make a manager exercise his authority with caution. They act as a rebuttal against formal power. Managers act and plan more cautiously.
• Reduced supervision: Reduced requirement for close management supervision, Support from informal groups reduces the line manager's workload by reducing the demand for close supervision.
• Social control: Informal groupings use group rules to exert social control over its members. They created and uphold member behavior standards.
• Ventilation: Employee reactions to suggested organizational changes are vented through informal groups.
• Innovation: By maintaining motivation, informal groups facilitate the completion of tasks. They can, however, also manage performance.

The promotion of sub-optimization, conformity, rumors, resistance to change, and role conflict is also fostered by informal groups.

Implementation of informal group for OB

In organizations, official and informal groupings coexist. They cannot be separated. Instead of conflict, there should be collaboration between formal and informal groups. Management should be friendly in casual settings.

Reference

AGRAWAL, DR. GOVIND RAM.Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.