Foundations Group Behavior

8/9/2019 Foundations Group Behavior

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Foundations of Group

Behavior


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What is Group?A group is defined as two or more individuals,

interacting and interdependent, who have comtogether to achieve particular objectives.

Formal groups

Informal groups

Command group

Task groups

Interest group

Friendship groups


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Stages of GroupDevelopment

The Five-Stage Model

Stage I: Forming

Characterized by much uncertainty

Stage II: Storming

Characterized by intra-group conflict

Stage III: Norming

Characterized by close relationships and cohesiveness

Stage IV: Performing

The stage when the group is fully functional

Stage V: Adjourning

The final stage in group development for temporary groups,characterized by concern with wrapping up activities rather

task performance


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But in Reality

Groups do not necessarily progress clearlythrough the stages one at a time.

Groups can sometimes go back to anearlier stage.

Conflict can sometimes be helpful to the

group. Context can matter: airline pilots can

immediately reach performing stage.

Th P d E ilib i


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The Punctuated-EquilibriumModel

Phase 1

The first meeting sets the groups direction. The first phase of group activity is one of inertia.

Transition

A transition takes place at the end of the first phaswhich occurs exactly when the group has used up

its allotted time. The transition initiates major changes.

Phase 2

A second phase of inertia follows the transition.

Last meeting is characterized by markedly accelerate

activity.

Th P t t d E ilib i


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Comp

Transition

First

Meeting

Phase 1

Phase 2

(High)

(Low)

A (A+B)/2

Time

B

Perfo

rma

nce

The Punctuated-EquilibriumModel


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Group Structure

Roles

Norms

Status

Group Size

Degree of group

cohesiveness

C i Eff i T W k


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Creating Effective Teams WorkDesign

Effective teams need to work together and take

collective responsibility to complete significant

tasks. They must be more than a team-in-name

only.


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Creating Effective Teams Process

Common Purpose

Specific Goals

Team Efficacy

Managed Level of Conflict

Accountability


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Creating a Team Charter What are team members names and contact

information (e.g., phone, email)?

How will communication among team membetake place (e.g., phone, email)?

What will the team ground rules be (e.g., wheand when to meet, attendance expectations,

workload expectations)? How will decisions be made (e.g., consensus,majority vote, leader rules)?

What potential conflicts may arise in the teaAmong team members?

How will conflicts be resolved by the group?

I i S i ti l


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Increasing Socio-emotionalCohesiveness

Keep the group relatively small.

Strive for a favorable public image to increasthe status and prestige of belonging.

Encourage interaction and cooperation.

Emphasize members common characteristicand interests.

Point out environmental threats (e.g.,competitors achievements) to rally the group.


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Increasing Instrumental Cohesivene

Regularly update and clarify the groupsgoal(s).

Give every group member a vital piece of thaction.

Channel each group members special talents

toward the common goal(s). Recognize and equitably reinforce every

members contributions.

Frequently remind group members they needeach other to get the job done.


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Paper Tower Questions

a.What percent of the plan did each member

group contribute, on average?b.Did your group have a leader? Why or whynot?

c.How did the group respond to ideas during t

planning stage?

d.List helpful behaviors.

e.List dysfunctional behaviors.


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TeamEffectiveness

Context-Adequate Resources-Leadership andStructure

-Climate of Trust-PerformanceEvaluation and rewardsystems

Composition-Abilities ofmembers-Personality-Allocating roles

-Diversity-Size of teams-Member flexibility

Process-Common purpos-Specific goals-Team efficacy-Conflict levels

-Social loafing

Work Design-Autonomy-Skill variety-Task identity

-Task significance

Foundations Group Behavior

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