Robbins Ob13 Ins Ppt09

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  • Chapter Learning ObjectivesAfter studying this chapter, you should be able to:Define groups, and differentiate between different types of groups.Identify the five stages of group development.Show how role requirements change in different situations.Demonstrate how norms and status exert influence on an individuals behavior.Show how group size affects group performance.Contrast the benefits and disadvantages of cohesive groups.Contrast the strengths and weaknesses of group decision making.Compare the effectiveness of interacting, brainstorming, nominal, and electronic meeting groups.Evaluate evidence for cultural differences in group status and social loafing, and the effects of diversity in groups. 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Defining and Classifying GroupsGroup:Two or more individuals interacting and interdependent, who have come together to achieve particular objectivesFormal Group:Defined by the organizations structure with designated work assignments establishing tasksInformal Group:Alliances that are neither formally structured nor organizationally determinedAppear naturally in response to the need for social contact Deeply affect behavior and performance

    2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Subclassifications of GroupsFormal GroupsCommand GroupA group composed of the individuals who report directly to a given managerTask GroupThose working together to complete a job or task in an organization but not limited by hierarchical boundariesInformal GroupsInterest GroupMembers work together to attain a specific objective with which each is concernedFriendship GroupThose brought together because they share one or more common characteristics 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Why People Join Groups

    SecurityStatusSelf-esteemAffiliationPowerGoal Achievement 2009 Prentice-Hall Inc. All rights reserved.9-*See E X H I B I T 9-1

    2009 Prentice-Hall Inc. All rights reserved.

  • Five Stages of Group Development Model 2009 Prentice-Hall Inc. All rights reserved.9-* E X H I B I T 9-2

    2009 Prentice-Hall Inc. All rights reserved.

  • The Five Stages of Group DevelopmentForming Members feel much uncertaintyStormingLots of conflict between members of the groupNorming StageMembers have developed close relationships and cohesivenessPerforming StageThe group is finally fully functionalAdjourning StageIn temporary groups, characterized by concern with wrapping up activities rather than performance 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Critique of the Five-Stage ModelAssumption: the group becomes more effective as it progresses through the first four stagesNot always true group behavior is more complexHigh levels of conflict may be conducive to high performanceThe process is not always linearSeveral stages may occur simultaneouslyGroups may regress Ignores the organizational context 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Temporary groups with deadlines dont follow the five-stage modelPunctuated-Equilibrium ModelTemporary groups under deadlines go through transitions between inertia and activityat the halfway point, they experience an increase in productivity.Sequence of ActionsSetting group directionFirst phase of inertiaHalf-way point transitionMajor changesSecond phase of inertiaAccelerated activity

    An Alternative Model for Group Formation 2009 Prentice-Hall Inc. All rights reserved.9-* E X H I B I T 9-3

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Properties 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Property 1: Roles RoleA set of expected behavior patterns attributed to someone occupying a given position in a social unitRole IdentityCertain attitudes and behaviors consistent with a roleRole PerceptionAn individuals view of how he or she is supposed to act in a given situation received by external stimuliRole ExpectationsHow others believe a person should act in a given situationPsychological Contract: an unwritten agreement that sets out mutual expectations of management and employeesRole ConflictA situation in which an individual is confronted by divergent role expectations

    2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Zimbardos Prison ExperimentFaked a prison using student volunteers Randomly assigned to guard and prisoner rolesWithin six days the experiment was halted due to concernsGuards had dehumanized the prisonersPrisoners were subservientFell into the roles as they understood themNo real resistance felt 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Property 2: NormsNormsAcceptable standards of behavior within a group that are shared by the groups membersClasses of NormsPerformance norms - level of acceptable workAppearance norms - what to wearSocial arrangement norms - friendships and the likeAllocation of resources norms - distribution and assignments of jobs and material

    2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Norms and the Hawthorne StudiesA series of studies undertaken by Elton Mayo at Western Electric Companys Hawthorne Works in Chicago between 1924 and 1932

    Research ConclusionsWorker behavior and sentiments were closely related.Group influences (norms) were significant in affecting individual behavior.Group standards (norms) were highly effective in establishing individual worker output.Money was less a factor in determining worker output than were group standards, sentiments, and security. 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Norms and BehaviorConformityGaining acceptance by adjusting ones behavior to align with the norms of the groupReference GroupsImportant groups to which individuals belong or hope to belong and with whose norms individuals are likely to conformAsch StudiesDemonstrated the power of conformanceCulture-based and declining in importance 2009 Prentice-Hall Inc. All rights reserved.9-* E X H I B I T 9-4

    2009 Prentice-Hall Inc. All rights reserved.

  • Deviant Workplace BehaviorAlso called antisocial behavior or workplace incivility

    Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization

    Typology:Production working speedProperty damage and stealingPolitical favoritism and gossipPersonal Aggression sexual harassment

    Defying Norms: Deviant Workplace Behavior 2009 Prentice-Hall Inc. All rights reserved.9-* E X H I B I T 9-5

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Influence on Deviant BehaviorGroup norms can influence the presence of deviant behaviorSimply belonging to a group increases the likelihood of devianceBeing in a group allows individuals to hide creates a false sense of confidence that they wont be caught

    2009 Prentice-Hall Inc. All rights reserved.9-* E X H I B I T 9-6

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Property 3: StatusA socially defined position or rank given to groups or group members by others it differentiates 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 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Status EffectsOn Norms and ConformityHigh-status members are less restrained by norms and pressure to conformSome level of deviance is allowed to high-status members so long as it doesnt affect group goal achievementOn Group InteractionHigh-status members are more assertiveLarge status differences limit diversity of ideas and creativityOn EquityIf status is perceived to be inequitable, it will result in various forms of corrective behavior.

    2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Property 4: SizeGroup size affects behavior Size:Twelve or more members is a large groupSeven or fewer is a small groupBest use of a group:

    2009 Prentice-Hall Inc. All rights reserved.9-*

    AttributeSmallLargeSpeedXIndividual PerformanceXProblem SolvingXDiverse InputXFact-finding GoalsXOverall PerformanceX

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  • Issues with Group SizeSocial LoafingThe tendency for individuals to expend less effort when working collectively than when working individuallyRingelmanns Rope Pull: greater levels of productivity but with diminishing returns as group size increasesCaused by either equity concerns or a diffusion of responsibility (free riders)Managerial ImplicationsBuild in individual accountabilityPrevent social loafing by:Setting group goalsIncrease intergroup competitionUse peer evaluationDistribute group rewards based on individual effort 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Property 5: CohesivenessDegree to which group members are attracted 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.

    2009 Prentice-Hall Inc. All rights reserved.9-* E X H I B I T 9-7

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Decision Making vs. Individual ChoiceGroup Strengths:Generate more complete information and knowledgeOffer increased diversity of views and greater creativityIncreased acceptance of decisionsGenerally more accurate (but not as accurate as the most accurate group member)Group Weaknesses:Time-consuming activityConformity pressures in the groupDiscussions can be dominated by a few membersA situation of ambiguous responsibility

    2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Decision Making PhenomenaGroupthinkSituations where group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular viewsHinders performanceGroupshiftWhen discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions that they hold. This causes a shift to more conservative or more risky behavior. 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Groupthink Symptoms:Group members rationalize any resistance to the assumptions they have madeMembers apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majorityMembers who have doubts or differing points of view keep silent about misgivingsThere appears to be an illusion of unanimityMinimize Groupthink by:Reduce the size of the group to 10 or lessEncourage group leaders to be impartialAppoint a devils advocateUse exercises on diversity

    2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Group Decision-making TechniquesMade in interacting groups where members meet face-to-face and rely on verbal and nonverbal communication.BrainstormingAn idea-generating process designed to overcome pressure for conformityNominal Group Technique (NGT)Works by restricting discussion during the decision-making processMembers are physically present but operate independentlyElectronic MeetingUses computers to hold large meetings of up to 50 people 2009 Prentice-Hall Inc. All rights reserved.9-*

    2009 Prentice-Hall Inc. All rights reserved.

  • Evaluating Group Effectiveness 2009 Prentice-Hall Inc. All rights reserved.9-* E X H I B I T 9-9

    Type of GroupEffectiveness CriteriaInteractingBrain-stormingNominalElectronicNumber and quality of ideasLowModerateHighHighSocial PressureHighLowModerateLowMoney CostsLowLowLowHigh SpeedModerateModerateModerateModerateTask OrientationLowHighHighHighPotential for Interpersonal ConflictHighLowModerateModerateCommitment to SolutionHighN/AModerate ModerateDevelopment of Group CohesivenessHighHighModerateLow

    2009 Prentice-Hall Inc. All rights reserved.

  • Global ImplicationsStatus and CultureThe importance of status varies with cultureManagers must understand who and what holds status when interacting with people from another cultureSocial LoafingMost often in Western (individualistic) culturesGroup DiversityIncreased diversity leads to increased conflictMay cause early withdrawal and lowered moraleIf the initial difficulties are overcome, diverse groups may perform betterSurface diversity may increase openness9-* 2009 Prentice-Hall Inc. All rights reserved.

    2009 Prentice-Hall Inc. All rights reserved.

  • Summary and Managerial ImplicationsPerformanceTypically, clear role perception, appropriate norms, low status differences and smaller, more cohesive groups lead to higher performance

    SatisfactionIncreases with:High congruence between boss and employees perceptions about the job Not being forced to communicate with lower-status employeesSmaller group size

    9-* 2009 Prentice-Hall Inc. All rights reserved.

    2009 Prentice-Hall Inc. All rights reserved.

  • All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

    Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall