Paper Summary:

In this article, the writer discusses the importance of group dynamics in business, as in the modern vocational environment relatively few enterprises consist of sole individuals and even small businesses involve groups of individuals who must work together
collaboratively. The writer maintains that group dynamics apply to all working groups and, depending on how well various elements of positive group dynamics manifest themselves operationally, they have the potential to greatly enhance or to substantially undermine the group's objectives. The writer discusses that, in general, the group provides a much wider range of specific talents, abilities and capabilities toward the accomplishment of objectives. However, the relative effectiveness of groups depends largely on variables that are particular to group dynamics.

Outline:
Introduction
Group Dynamics and Individual Decision Making
Theories, Concepts, and Practical Applications of Group Dynamics
Motivation Patterns in Group Dynamics and Competition in the Workplace

From the Paper:

"Various theories of group dynamics, decision making, and motivational patterns outline the interrelationships of group members and describe methods of facilitating positive relations that are conducive to achieving group objectives. Competition in the
workplace represents a potential source of positive motivation but also a potential obstacle to group performance, depending on the nature and source of competition.
"In many respects, the elements of group dynamics are functions of deeply ingrained features of individual psychology; such as the concepts of individual needs first described by Maslow and the susceptibility of individuals to "group think." In other respects, the elements of group dynamics pertain more to leadership styles and strategies of conflict recognition, prevention, and resolution by management.
"Specifically, Adair's Three Circles concept describes effective leadership from the perspective of the group; Blanchard and Hersey detailed the various management roles of directing, coaching, supporting, and delegating responsibilities ..."

Sample of Sources Used:

• Aronson E., Wilson T., Akert R. (2003). Social Psychology. New York: Longman.
• Blair G. (2003). Groups that Work. Washington, DC: IEEE Press.
• Gerrig R., Zimbardo, P. (2005). Psychology and Life. Princeton, NJ: Pearson.
• Locker K. (2003). Business and Administrative Communication. Boston: Irwin McGraw-Hill.
• Myers D., Spencer S. (2004). Social Psychology. Toronto: McGraw-Hill Ryerson.

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