Research Paper on:
Group Dynamics and Development

Unformatted Sample Text from the Research Paper:
to be members of that group does not mean the group will accomplish its purpose. When people work in groups, there are two major issues involved. The first is the  task and the problems involved in getting the job done. Frequently this is the only issue the group considers. The second is the process of the group work itself: the  mechanisms by which the group acts as a unit and not as a loose rabble. Without attention to this process, the value of the group can be diminished or even  destroyed; yet with a little explicit management of the process, it can enhance the worth of the group to be many times the sum of the worth of its individuals.  It is this synergy which makes group work attractive in corporate organizations despite the possible problems (and time spent) in group formation. Group dynamics has to do with the inter-relationship  of individuals who are working within a group setting. Most of the founding theories related to the components of group dynamics come from the empirical research of Kurt Lewin although  dozens of other theorists and practitioners have followed, such as Richard Schmuck, Gordon Allport, Cliff Argyris and others (Schmuck and Schmuck, 1983). According to Richard Schmuck, a leader in organizational  development, Group Dynamics theory emerged from research in social psychology (Schmuck and Schmuck, 1983). A group of people working in the same area or even on the same project does  not necessarily mean they are involved in a group process. The group process leads to a spirit of cooperation and coordination. A group has its own acceptable procedures and mores  that everyone understands and follows (Blair, 2000). This is one of the most common and tragic mistake managers make - they throw a bunch of people together and tell them