ORGANIZATIONAL BEHAVIOR

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

Defining and Classifying GroupsDefining and Classifying Groups

Defining and Classifying Groups (cont’d)Defining and Classifying Groups (cont’d)

The Five Stage Model of Group DevelopmentThe Five Stage Model of Group Development

Stages of Group Development (cont’d)Stages of Group Development (cont’d)

The Punctuated-Equilibrium ModelThe Punctuated-Equilibrium Model

E X H I B I T 8-3

Group Behavior ModelGroup Behavior Model

External Conditions Imposed on the GroupExternal Conditions Imposed on the Group

Imposed Conditions:

• Organization’s overall strategy

• Authority structures

• Formal regulations

• Resource constraints

• Selection process

• Performance and evaluation system

• Organization’s culture

• Physical work setting

Imposed Conditions:

• Organization’s overall strategy

• Authority structures

• Formal regulations

• Resource constraints

• Selection process

• Performance and evaluation system

• Organization’s culture

• Physical work setting

Group Member ResourcesGroup Member Resources

Knowledge, Skills, and Abilities– Interpersonal skills

• Conflict management and resolution• Collaborative problem solving• Communication

– Personality Characteristics• Sociability• Initiative• Openness• Flexibility

Group Structure - RolesGroup Structure - Roles

Formal Leadership– Leadership that is imposed on the group by the

organization.– Leaders who derive their power from the

positions they occupy in the organizational structure.

– Formal leaders may or may not also be the informal leaders of the groups in which they function.

Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)

Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)

Group Structure - NormsGroup Structure - Norms

Classes of Norms:• Performance norms

• Appearance norms

• Social arrangement norms

• Allocation of resources norms

Classes of Norms:• Performance norms

• Appearance norms

• Social arrangement norms

• Allocation of resources norms

Examples of Cards Used in Asch’s StudyExamples of Cards Used in Asch’s Study

E X H I B I T 8-5

Group Structure - SizeGroup Structure - Size

Group Size

PerformanceExp

ecte

d

Actual (due to

loafin

g)

Other conclusions:• Odd number groups do

better than even.

• Groups of 5 or 7 work well

Other conclusions:• Odd number groups do

better than even.

• Groups of 5 or 7 work well

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

Group ProcessesGroup Processes

Group TasksGroup Tasks

Decision-making– Large groups facilitate the pooling of

information about complex tasks.– Smaller groups are better suited to coordinating

and facilitating the implementation of complex tasks.

*Consider: What is the task? Simple or complex?

Group Decision MakingGroup Decision Making

Strengths– More complete

information– Increased

diversity of views– Higher quality of

decisions– Increased

acceptance of solutions

Weaknesses– More time

consuming– Increased

pressure to conform

– Domination by one or a few members

– Ambiguous responsibility

Group Decision Making (cont’d)Group Decision Making (cont’d)

Summary & Implications for ManagersSummary & Implications for Managers

Performance: Structural factors show a relationship to performance. There is a positive relationship between role perception

and an employee’s performance evaluation. Norms control group member behavior by establishing

standards of right and wrong. Status inequities create frustration and can adversely

influence productivity. The impact of size on a group’s performance depends upon

the type of task in which the group is engaged.

Satisfaction: Most people prefer to communicate with others at their own

status level or a higher one. Large groups are associated with lower satisfaction.