Group Behavior - Final Ppt

8/3/2019 Group Behavior - Final Ppt

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Group(s)

Two or more individuals interacting andinterdependent, who have come togetherto achieve particular objectives.

Formal Group

A designated work

group defined by theorganization s structure.

Informal Group

A group that is neither

formally structured noworganizationally determined;appears in response to theneed for social contact.


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FormalFormalCommand GroupsCommand Groups

Task GroupsTask Groups

Interest GroupsInterest Groups

Friendship GroupsFriendship GroupsInformalInformal


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Formal Groups Informal GroupsCommand Group

A group composed ofthe individuals who

report directly to agiven managerTask Group

Those working togetherto complete a job ortask in an organizationbut not limited byhierarchical boundaries

Interest GroupMembers work togetherto attain a specific

objective with whicheach is concernedFriendship Group

Those brought togetherbecause they share oneor more commoncharacteristics


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S ecurityS tatusS elf-esteem

AffiliationP ower

Goal Achievement


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Performing Stage

The fourth stage in group development, when thegroup is fully functional.

Adjourning Stage

The final stage in groupdevelopment for temporarygroups, characterized byconcern with wrapping upactivities rather thanperformance.


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1. FormingMembers feel much uncertainty

2. Storming

Lots of conflict between members of the group3. Norming Stage

Members have developed close relationships andcohesiveness

4. P

erformingS

tageThe group is finally fully functional5. Adjourning Stage

In temporary groups, characterized by concern withwrapping up activities rather than performance


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Assumption: the group becomes moreeffective as it progresses through the firstfour stages

Not always true group behavior is morecomplexHigh levels of conflict may be conducive to highperformanceThe process is not always linearSeveral stages may occur simultaneouslyGroups may regress

Ignores the organizational context


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Sequence of actions:1. Setting group direction

2. First phase of inertia

3. Half-way point transition

4.

Major changes5. Second phase of inertia

6. Accelerated activity

Sequence of actions:1. Setting group direction

2. First phase of inertia

3. Half-way point transition

4.

Major changes5. Second phase of inertia

6. Accelerated activity

P unctuated-Equilibrium Model

Temporary groups gothrough transitionsbetween inertia andactivity.


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Temporary groups with deadlines dont follow the five-stage model

P unctuated-Equilibrium ModelTemporary groups under deadlines go throughtransitions between inertia and activityat thehalfway point, they experience an increase inproductivity .Sequence of Actions

1. Setting group direction

2 . First phase of inertia3 . Half-way point transition4 . Major changes5 . Second phase of inertia6 . Accelerated activity


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Role(s)

A set of expected behavior patterns attributed tosomeone occupying a given position in a social unit.

Role Identity

Certain attitudes and behaviorsconsistent with a role.

Role Perception

An individual s view of how he or sheis supposed to act in a given situation.


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Role Expectations

H ow others believe a personshould act in a given situation.

Role Conflict

A situation in which an individual is confronted bydivergent role expectations.

P sychological C ontract

An unwritten agreement that setsout what management expects fromthe employee and vice versa.


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C lasses of Norms:P erformance norms

Appearance normsS ocial arrangement norms

Allocation of resources norms

C lasses of Norms:P erformance norms

Appearance normsS ocial arrangement norms

Allocation of resources norms

Norms

Acceptable standards of behavior within a groupthat are shared by the group s members.


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NormsAcceptable standards of behavior within a group thatare shared by the groups members

C lasses of NormsPerformance norms - level of acceptable workAppearance norms - what to wearSocial arrangement norms - friendships and the like

Allocation of resources norms - distribution andassignments of jobs and material


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Conformity

Adjusting one s behavior to alignwith the norms of the group.

Reference Groups

Important groups to whichindividuals belong or hopeto belong and with whosenorms individuals are likelyto conform.


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Deviant Workplace Behavior

Antisocial actions by organizational membersthat intentionally violate established norms andresult in negative consequences for theorganization, its members, or both.


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Group NormsGroup Norms

Status EquityStatus Equity

C ultureC ulture

Group MemberGroup Member

StatusStatus

Status

A socially defined position or rank given to groups orgroup members by others.


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A socially defined position or rank given to groups or group members by others itdifferentiates group members

Important factor in understanding behaviorSignificant motivator

Status Characteristics TheoryStatus derived from one of three sources:

Power a person has over othersAbility to contribute to group goalsPersonal characteristics


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O n Norms and ConformityHigh-status members are less restrained by norms andpressure to conformSome level of deviance is allowed to high-status

members so long as it doesnt affect group goalachievementO n Group Interaction

High-status members are more assertiveLarge status differences limit diversity of ideas and

creativityO n Equity

If status is perceived to be inequitable, it will resultin various forms of corrective behavior .


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Group Size

Performance

O ther conclusions:O dd number groups dobetter than even .

Groups of 7 or 9 performbetter overall than largeror smaller groups .

O ther conclusions:O dd number groups dobetter than even .

Groups of 7 or 9 performbetter overall than largeror smaller groups .

Social LoafingThe tendency for individuals to expend less effort whenworking collectively than when working individually.


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Social LoafingThe tendency for individuals to expend less effortwhen working collectively than when workingindividuallyR ingelmanns Rope Pull: greater levels of productivitybut with diminishing returns as group size increasesCaused by either equity concerns or a diffusion ofresponsibility ( free riders )

Managerial ImplicationsBuild in individual accountability

P revent social loafing by:Setting group goalsIncrease intergroup competitionUse peer evaluationDistribute group rewards based on individual effort


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Group Demography

The degree to which members of a group share acommon demographic attribute, such as age, sex,race, educational level, or length of service in theorganization, and the impact of this attribute onturnover.

Cohorts

Individuals who, as part of a group, hold a commonattribute.


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Increasing group cohesiveness:1. Make the group smaller .

2. Encourage agreement with group goals .

3. Increase time members spend together .

4. Increase group status and admission difficultly .5. Stimulate competition with other groups .

6. Give rewards to the group, not individuals .

7. Physically isolate the group .

Increasing group cohesiveness:1. Make the group smaller .

2. Encourage agreement with group goals .

3. Increase time members spend together .

4. Increase group status and admission difficultly .5. Stimulate competition with other groups .

6. Give rewards to the group, not individuals .

7. Physically isolate the group .

Cohesiveness

D egree to which group members are attracted toeach other and are motivated to stay in the group.


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Degree to which group members areattracted to each other and are motivated to stay in the group

Managerial ImplicationTo increase cohesiveness:

Make the group smaller .Encourage agreement with group goals .

Increase time members spend together .Increase group status and admission difficulty .Stimulate competition with other groups .Give rewards to the group, not individuals .Physically isolate the group .


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Groupthink

P henomenon in which the norm for consensusoverrides the realistic appraisal of alternative courseof action.

Groupshift

A change in decision risk between the group sdecision and the individual decision that memberwithin the group would make; can be either towardconservatism or greater risk.


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Group members rationalize any resistance tothe assumptions they have made .

Members apply direct pressures on those whoexpress doubts about shared views or whoquestion the alternative favored by themajority .

Members who have doubts or differing pointsof view keep silent about misgivings .

There appears to be an illusion of unanimity .


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Interacting GroupsTypical groups, in which the members interact witheach other face-to-face.

Nominal Group Technique A group decision-making method in which individualmembers meet face-to-face to pool their judgmentsin a systematic but independent fashion.


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Electronic Meeting

A meeting in which membersinteract on computers, allowingfor anonymity of comments andaggregation of votes.

Brainstorming

An idea-generation process that specificallyencourages any and all alternatives, whilewithholding any criticism of those alternatives.


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Group Strengths:Generate more complete information and knowledgeO ffer increased diversity of views and greatercreativityIncreased acceptance of decisionsGenerally more accurate (but not as accurate as themost accurate group member)

Group Weaknesses:

Time-consuming activityConformity pressures in the groupDiscussions can be dominated by a few membersA situation of ambiguous responsibility


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GroupthinkSituations where group pressures for conformitydeter the group from critically appraising

unusual, minority, or unpopular viewsHinders performance

GroupshiftWhen discussing a given set of alternatives andarriving at a solution, group members tend toexaggerate the initial positions that they hold . This causes a shift to more conservative or morerisky behavior .


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Symptoms:Group members rationalize any resistance to theassumptions they have madeMembers apply direct pressures on those who

express doubts about shared views or whoquestion the alternative favored by the majorityMembers who have doubts or differing points ofview keep silent about misgivingsThere appears to be an illusion of unanimity

Minimize Groupthink by:Reduce the size of the group to 10 or lessEncourage group leaders to be impartialAppoint a devils advocateUse exercises on diversity


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Made in interacting groups where membersmeet face-to-face and rely on verbal and nonverbal communication.

Brainstorming

An idea-generating process designed to overcomepressure for conformityNominal Group Technique (NGT)Works by restricting discussion during the decision-making processMembers are physically present but operateindependentlyElectronic MeetingUses computers to hold large meetings of up to 5 0 people

Group Behavior - Final Ppt

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