group foundations

8/20/2019 Group Foundations

1/33

Foundations of

Group Behavior


2/33

Defining and Classifying Groups

Group(s)

Two or more individuals interactingand interdependent, who have cometogether to achieve particular

objectives.

Formal Group

A designated work

group defned by theorganization’sstructure.

Informal Group

A group that is neither

ormally structured nororganizationallydetermined appears inresponse to the need orsocial contact.


3/33

© 2007 Prentice Hall Inc. ll ri!hts reserved.

Defining and Classifying Groups (cont’d)

"ommand Group

A group composed othe individuals whoreport directly to a

given manager.

#as$ Group

Those workingtogether to completea job or task.

Interest Group

Those workingtogether to attain aspecifc objectivewith which each is

concerned.

Friendship Group

Those broughttogether because theyshare one or morecommon

characteristics.


4/33


Why People Join Groups

• %ecurit&

• %tatus

• %elf'esteem

• ffiliation

• Poer

• Goal chievement


5/33


The Five!tage "odel of Group Develop#ent

Formin! %ta!e The frst stage in group development,characterized by much uncertainty.

%tormin! %ta!e

The second stage in group development,characterized by intragroup con!ict.

ormin! %ta!e

The third stage in groupdevelopment,characterized by closerelationships and

cohesiveness.


6/33


$Group Develop#ent (cont’d)

Performin! %ta!e

The ourth stage in group development, whenthe group is ully unctional.

d*ournin! %ta!e

The fnal stage in groupdevelopment ortemporary groups,characterized by concernwith wrapping upactivities rather thanperormance.


7/33


!tages of Group Develop#ent

+ , H I B I # -2


8/33


%n %lternative "odel& Te#porary Groups 'ith

Deadlines

%e/uence of actions1. %ettin! !roup direction

2. First phase of inertia

. Half'a& point transition

3. 4a*or chan!es

5. %econd phase of inertia

6. ccelerated activit&

%e/uence of actions1. %ettin! !roup direction

2. First phase of inertia

. Half'a& point transition

3. 4a*or chan!es5. %econd phase of inertia

6. ccelerated activit&

Punctuated'

+/uilirium 4odel

Temporary groups

under timeconstraineddeadlines gothrough transitions

between inertia andactivity"""at the hal"way point, theye#perience anincrease in

productivity.


9/33


The Punctuateduili*riu# "odel

+ , H I B I # -


10/33


Group Properties

$oles

%orms

&tatus

&ize

'ohesiveness


11/33


Group Properties +oles

8ole(s)

A set o e#pected behavior patternsattributed to someone occupying a givenposition in a social unit.

8ole Identit&

'ertain attitudes and behaviorsconsistent with a role.

8ole Perception

An individual’s view o how he orshe is supposed to act in a given

situation.


12/33


Group Properties +oles (cont’d)

8ole +9pectations(ow others believe aperson should act in agiven situation.

8ole "onflict

A situation in which an individual isconronted by divergent role e#pectations.

Ps&cholo!ical "ontract

An unwritten agreement thatsets out what managemente#pects rom the employee and

vice versa.


13/33


Group Properties ,or#s

"lasses of orms• Performance norms

• ppearance norms

• %ocial arran!ement norms• llocation of resources

norms

"lasses of orms• Performance norms

• ppearance norms

• %ocial arran!ement norms• llocation of resources

norms

ormsAcceptable standards o behavior within agroup that are shared by the group’smembers.


14/33


Group ,or#s - The .a'thorne !tudies

series of studies underta$en & +lton 4a&o at

:estern +lectric "ompan&;s Hathorne :or$s in"hica!o eteen 1-23 and 1-2.

8esearch "onclusions

) *orker behavior and sentiments were closelyrelated.

) +roup in!uences norms- were signifcant inaecting individual behavior.

) +roup standards norms- were highlyeective in establishing individual worker

output.) /oney was less a actor in determining

worker output than were group standards,sentiments, and security.


15/33


Group Properties ,or#s (cont’d)

"onformit&Adjusting one’s behavior toalign with the norms o thegroup.

8eference Groups

0mportant groups towhich individuals belongor hope to belong and

with whose normsindividuals are likely toconorm.

+,HIBI# -3

%"H%#


16/33


Group Properties ,or#s (cont’d)

=eviant :or$place Behavior Antisocial actions by organizationalmembers that intentionally violateestablished norms and result in negative

conse1uences or the organization, itsmembers, or both.

+roup norms can in!uence the

presence o deviant behavior.


17/33


Typology of Deviant Wor/place 0ehavior

+ , H I B I # -5

Category Examples

2roduction 3eaving early0ntentionally working slowly*asting resources

2roperty &abotage3ying about hours worked&tealing rom the organization

2olitical &howing avoritism+ossiping and spreading rumors

4laming coworkers

2ersonal Aggression &e#ual harassment5erbal abuse&tealing rom coworkers

Source: %dapted fro# !121 +o*inson3 and +1J1 0ennett1 4% Typology of Deviant Wor/place

0ehaviors& % "ultidi#ensional !caling !tudy35 Academy of Management Journal 3 %pril 67783 p1 8981


18/33



19/33


Group Properties !tatus

Poer overPoer over

?thers?thers

ilit& toilit& to

"ontriute"ontriute

PersonalPersonal"haracteristics"haracteristics

Group 4emer Group 4emer

%tatus%tatus

%tatus A socially defned position or rank given to

groups or group members by others.

orms @orms @

InteractionInteraction

%tatus Ine/uit&%tatus Ine/uit&ationalational

"ulture"ulture

?ther thin!s influencin!

or influenced & status


20/33


Group Properties !i:e

Group !i:e

Perfor#ance

E x p e

c t e d

A c t u a

l ( d u e t o

l o a f i n

g )?ther conclusions

• ?dd numer !roups doetter than even.

• Groups of 5 to 7 performetter overall than lar!eror smaller !roups.

?ther conclusions

• ?dd numer !roups doetter than even.

• Groups of 5 to 7 performetter overall than lar!eror smaller !roups.

%ocial loafin!

The tendency or individuals to e#pend lesseort when working collectively than whenworking individually.


21/33


Group Properties Cohesiveness

Increasin! !roup cohesiveness

1. 4a$e the !roup smaller.

2. +ncoura!e a!reement ith !roup !oals.

. Increase time memers spend to!ether.

3. Increase !roup status and admission difficultl&.

5. %timulate competition ith other !roups.

6. Give reards to the !roupA not individuals.

7. Ph&sicall& isolate the !roup.

Increasin! !roup cohesiveness

1. 4a$e the !roup smaller.

2. +ncoura!e a!reement ith !roup !oals.

. Increase time memers spend to!ether.

3. Increase !roup status and admission difficultl&.

5. %timulate competition ith other !roups.

6. Give reards to the !roupA not individuals.

7. Ph&sicall& isolate the !roup.

"ohesiveness

6egree to which group members are attractedto each other and are motivated to stay in thegroup.


22/33


+elationship 0et'een Group Cohesiveness3

Perfor#ance ,or#s3 and Productivity

+ , H I B I # -'7


23/33


+ , H I B I # -!1 %da#s3 Build a Better Life by Stealing Office Supplies (;ansas City "nited Features !yndicate3 ?nc1


24/33


Group Decision "a/ing

=ecision'ma$in!

) 3arge groups acilitate the pooling o inormationabout comple# tasks.

) &maller groups are better suited to coordinating

and acilitating the implementation o comple#tasks.

) &imple, routine standardized tasks reduce there1uirement that group processes be eective inorder or the group to perorm well.


25/33


Group Decision "a/ing (cont’d)

%tren!ths

) /ore completeinormation

) 0ncreaseddiversity o views

) (igher 1uality odecisions moreaccuracy-

)0ncreasedacceptance osolutions

:ea$nesses

) /ore timeconsumingslower-

) 0ncreasedpressure toconorm

) 6omination byone or a ewmembers

) Ambiguousresponsibility


26/33


Group Decision "a/ing (cont’d)

Groupthin$2henomenon in which the norm or consensusoverrides the realistic appraisal o alternativecourse o action.

Groupshift

A change in decision risk between the group’sdecision and the individual decision that

member within the group would make can beeither toward conservatism or greater risk.


27/33


!y#pto#s


28/33


Group Decision"a/ing Techniues

Interactin! Groups

Typical groups, in which the members interactwith each other ace"to"ace.

ominal Group #echni/ue

A group decision"making method in whichindividual members meet ace"to"ace to pooltheir judgments in a systematic butindependent ashion.


29/33


Group Decision"a/ing Techniues

+lectronic 4eetin!

A meeting in whichmembers interact oncomputers, allowing oranonymity o comments andaggregation o votes.

Brainstormin!

An idea"generation process that specifcallyencourages any and all alternatives, whilewithholding any criticism o those

alternatives.


30/33


valuating Group ffectiveness

+ , H I B I # --

TYPE OF GROUP

Efectiveness Criteria Interacting BrainstormingNominal Electronic

%umber and 1uality o ideas 3ow /oderate (igh (igh

&ocial pressure (igh 3ow /oderate 3ow

/oney costs 3ow 3ow 3ow (igh&peed /oderate /oderate /oderate /oderate

Task orientation 3ow (igh (igh (igh

2otential or interpersonal con!ict (igh 3ow /oderate3ow

'ommitment to solution (igh %ot applicable /oderate /oderate

6evelopment o (igh (igh /oderate 3owgroup cohesiveness


31/33


True or False& The Punctuated uili*riu# "odelTrue or False& The Punctuated uili*riu# "odel

suggests that groups have an euili*riu#3 *ut thatsuggests that groups have an euili*riu#3 *ut that

euili*riu# 'ill *e punctuated at the half'ay point1euili*riu# 'ill *e punctuated at the half'ay point1

0ut3 after the punctuation3 the group 'ill return to the0ut3 after the punctuation3 the group 'ill return to the

euili*riu# it had prior to the punctuation1euili*riu# it had prior to the punctuation1

Chapter Check-Up: Groups

FD%+. #he first part is trueA ut the second

sentence is false. fter the punctuationA the !roupill have a ne e/uilirium of increased

productivit&.


32/33


List 2 drawacks of rainstor!ing

and 2 plusses of the "o!inal Group

#ecision $aking %echni&ue' Co!pare

(our answers with (our neighor) and

discuss which one (ou would use for

a group pro*ect in this class and wh('



33/33

© 2007 Prentice Hall Inc ll ri!hts reserved

22orraine is a nontraditional student (she’s 86 years old) and

is 'or/ing in a group for a class pro@ect1 They /eep turning

to her for the ans'ers to uestions1 Which of the follo'ing

#ight the group have that is driving 2orraine’s eAperienceB

Groupthin/Groupthin/

GroupshiftGroupshift

+ole Conflict+ole Conflict

+ole Apectations+ole Apectations


#he !roup ma& have role e9pectations of Dorraine'''

e.!.A ecause she;s olderA that she should e the

ise one and $no the ansers li$e a parent should.

group foundations

Documents