Robbins ob16 ppt_09

Copyright © 2015 Pearson Education, Inc.

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Chapter 9: Foundations of Group Behavior

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Learning ObjectivesAfter studying this chapter, you should be able to: Define group, and distinguish the 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

individual’s behavior. Show how group size affects group performance. Contrast the benefits and disadvantages of cohesive groups. Explain the implications of diversity for group effectiveness. Contrast the strengths and weaknesses of group decision

making. Compare the effectiveness of interacting, brainstorming, and

the nominal group technique. 9-3


Define Group, and Differentiate Between Different Types of Groups

A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

Groups can be either formal or informal. Formal groups – those defined by the

organization’s structure. Informal groups – alliances that are neither

formally structured nor organizationally determined.

LO 1

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Social identity theory – considers when and why individuals consider themselves members of groups. People have emotional reactions to the failure or

success of their group because their self-esteem gets tied into the performance of the group.

Social identities help us understand who we are and where we fit in with people.Ingroup favoritism

LO 1

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Several characteristics make a social identity important to a person Similarity Distinctiveness Status Uncertainty reduction

LO 1

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Identify the Five Stages of Group Development

LO 2

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Group Effectiveness Groups proceed through the stages of group

development at different rates. Those with a strong sense of purpose and strategy

rapidly achieve high performance and improve over time.

Similarly, groups that begin with a positive social focus appear to achieve the “performing” stage more rapidly.

Groups don’t always proceed clearly from one stage to the next.

LO 2

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LO 2

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Show How Role Requirements Change In Different Situations

Role – a set of expected behavior patterns attributed to someone occupying a given position in a social unit. Role perception – one’s perception of how to act in

a given situation. Role expectations – how others believe one should

act in a given situation.Psychological contract

Role conflict – situation in which an individual faces divergent role expectations.

Zimbardo’s prison experiment

LO 3

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Demonstrate How Norms and Status Exert Influence On an Individual’s Behavior

Norms – acceptable standards of behavior within a group that are shared by the group’s members. Performance norms Appearance norms Social arrangement norms Resource allocation norms

The Hawthorne Studies

LO 4

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LO 4

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LO 4

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Status – a socially defined position or rank given to groups or group members by others. Status characteristics theory – differences in

status characteristics create status hierarchies within groups. Status is derived from one of three sources:

The power a person wields over others. A person’s ability to contribute to a group’s

goals. An individual’s personal characteristics.

LO 4

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Status and Norms High status individuals often have more freedom

to deviate from norms.Status and Group Interaction

High status people are often more assertive. Status Inequity

Perceived inequity creates disequilibrium and can lead to resentment and corrective behavior.

Status and Stigmatization Stigma by association.

LO 4

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Show How Group Size Affects Group Performance

Group size affects the group’s overall behavior. Large groups are good for gaining diverse input. Smaller groups are better doing something with

input. Social loafing – the tendency for individuals to

expend less effort when working collectively than alone.

LO 5

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Contrast The Benefits And Disadvantages Of Cohesive Groups

LO 6

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Explain the Implications of Diversity For Group Effectiveness

Diversity – the degree to which members of the group are similar to, or different from, one another.

Increases group conflict especially in the short term.Culturally and demographically diverse groups may

perform better over time. Over time, diversity may help them be more open-

minded and creative.Faultlines

LO 7

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Contrast the Strengths and Weaknesses of Group Decision MakingStrengths of group decision making:

More complete information and knowledge Increased diversity of views Increased acceptance of solutions

Weaknesses of group decision making: Time consuming Conformity pressures Dominance of a few members Ambiguous responsibility

LO 8

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Contrast the Strengths and Weaknesses of Group Decision Making

Effectiveness and efficiency of group decisions: Accuracy Speed Creativity Acceptance

LO 8

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Contrast the Strengths and Weaknesses of Group Decision MakingGroupthink – situations in which group pressures for

conformity deter the group from critically appraising unusual, minority, or unpopular views. Related to norms

Groupshift – a change between a group’s decision and an individual decision that a member within the group would make. The shift can be toward either conservatism or greater risk,

but is generally toward a more extreme version of the group’s original position.

LO 8

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Compare the Effectiveness of Interacting, Brainstorming, and the Nominal Group Technique

Most group decision making takes place in interacting groups. Members meet face-to-face and rely on both

verbal and nonverbal interaction to communicate with each other.

Interacting groups often censor themselves and pressure individual members toward conformity of opinion.

LO 9

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Brainstorming can overcome pressures for conformity. In a brainstorming session:

The group leader states the problem clearly.Members then “free-wheel” as many

alternatives as they can.No criticism is allowed.One idea stimulates others, and group members

are encouraged to “think the unusual.”

LO 9

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The nominal group technique - restricts discussion or interpersonal communication during the decision making process. Group members are all physically present, but

members operate independently. The main advantage is that it permits the group to

meet formally but does not restrict independent thinking, as does the interacting group.

Research shows that nominal groups outperform brainstorming groups.

LO 9

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In a nominal group, a problem is presented, then… Each member independently writes down his/her

ideas on the problem. After this silent period, each member presents one

idea to the group. The ideas are discussed for clarity. Each group member rank-orders the ideas. The idea with the highest aggregate ranking

determines the final decision.

LO 9

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LO 9

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Implications for Managers

Consider that the degree of congruence between the employee’s and the manager’s perception of the employee’s job influences the degree to which the manager will judge that employee effective. Be certain your employees fully understand their

roles so you can accurately assess their performance.

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In group situations where the norms support high output, you can expect markedly higher individual performance than when the norms restrict output. Group norms that support antisocial behavior

increase the likelihood that individuals will engage in deviant workplace activities.

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Pay attention to the organizational status levels of the employee groups you create. Because lower-status people tend to participate

less in group discussions, groups with high status differences are likely to inhibit input from lower-status members and reduce their potential.

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When forming employee groups, use larger groups for fact-finding activities and smaller groups for action-taking tasks. When creating larger groups, you should also

provide measures of individual performance.To increase employee satisfaction, work on making

certain your employees perceive their job roles the same way you perceive their roles.

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Robbins ob16 ppt_09

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