copyright 2015 pearson education ltd. 18-1. copyright 2015 pearson education ltd. chapter 9:...

Copyright © 2015 Pearson Education Ltd.

18-1


Chapter 9: Foundations of Group Behavior

9-2


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. 9-3


Groups

Social identity theory – considers when and why individuals consider themselves members of groups. Social identities help us understand who we are

and where we fit in with people.Ingroup favoritism

9-4


Define Group, and Differentiate Between Different Types of Groups

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

9-5


Stages of Group Development

9-6


9-7

Temporary Group Development


Roles 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 9-8


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

9-9


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.

9-10

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


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 Dishonor by association.

9-11

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


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.

9-12


Contrast The Benefits And Disadvantages Of Cohesive Groups

9-13


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.

9-14


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 9-15


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.

9-16


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.

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

9-17



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.” 9-18



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. 9-19



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. 9-20


Teams in Organizations

To better compete, organizations are using teams.Teams:

Offer a better way to use employee talents Are more flexible and responsive to changing

events Can quickly assemble, organize, change, and

separate Facilitate participation in operating decisions

10-21

Copyright © 2015 Pearson Education Ltd. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

11–22

What Is a Work Team?Work Team

A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.

Types of TeamsProblem-solving teamsSelf-managed work teamsCross-functional teamsVirtual teams


Contrast the Five Types of Teams

LO 3

10-23


11–24

Types of TeamsProblem-Solving Teams

Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems.

Self-Managed Work TeamsA formal group of employees who operate without a manager

and responsible for a complete work process or segment.


11–25

Types of Teams (cont’d)Cross-Functional Teams

A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.

Virtual TeamsTeams that use computer technology to link physically dispersed

members in order to achieve a common goal.


11–26

Exhibit 11–9 Groups versus Teams


Context: What factors determine whether teams are successful? Adequate Resources Leadership and Structure Climate of Trust Performance Evaluations and Rewards

LO 4

10-27

Identify the Characteristics of Effective Teams


Team Composition: How should teams be staffed? Abilities of members Personality Allocating roles Diversity Size of teams Member preferences

LO 4

10-28



LO 4

10-29



Show How Organizations Can Create Team Players

Creating Team Players Selecting: hire team players Training: create team players Rewarding: incentives to be a good team player

10-30


Decide When to Use Individuals Instead of Teams

When not to use teams…Ask:

Can the work be done better by one person? Does the work create a common goal or purpose? Are the members of the group interdependent?

10-31

copyright 2015 pearson education ltd. 18-1. copyright 2015 pearson education ltd. chapter 9:...

Documents