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.
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