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Chapter 9: Foundation of Group Behavior By
Ms.Sadia Aziz Ansari
Defining and Classifying Groups
A Group
Two or more individuals interacting and interdependent, who have come together to achieve particular objectives
Formal Groups
Defined by the organization’s structure with designated work assignments establishing tasks
Informal Groups
Alliances that are neither formally structured nor organizationally
determined
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Formal Groups Informal Groups
Command Group
A group composed of the individuals who report directly to a given
manager
Interest Groups
Members work together to attain a specific objective with which each is
concerned
Task Group
Those working together to complete a job or task in an organization but
not limited by hierarchical boundaries
Friendship Groups
Those brought together because they share one or more common
characteristics
Why People Join Groups?
Security
Status
Self-esteem
Affiliation
Power
Goal Achievement
Stages of Group DevelopmentThe Five Stage Model
Stage I: Forming Members feel much uncertainty
Stage II: Storming Lots of conflict between members of the group
Stage III: Norming
Members have developed close relationships and cohesiveness
Stage IV: Performing The group is finally fully functional
Stage V: Adjourning
In temporary groups, characterized by concern with wrapping up activities rather than performance
Shortcoming:• Don’t describe the underlying
psychological mechanism moving a group from one stage to another.
• Don't specify the time groups need or do spend in each stage.
• Don’t take into account the external environment. When environments can constrain development but cannot alter it.
Punctuated Equilibrium Model
“All groups move through periods of inertia separated by a brief period of transition”
• Periods of inertia are marked by the presence of deep structures and incremental changes.
• Transition times are triggered by a problem. “We need to change the way we’re working”
• Transition times are “windows of opportunity "not inevitable (or inevitably good) changes.
Long periods of equilibrium are punctuated (interrupted) by periods of radical change and reorientation.
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• Transition may also occurs due to:1. a strong external shock 2. a change in group composition &3. any dramatically novel state of affairs (e.g.,
persistent poor performance
Shortcoming : • Don’t describe group development or deadline
pressure. • Limited usefulness to managers.• Focused narrowly or may only be applicable to
temporary creative problem-solving groups.
Group Properties: Roles are a set of expected behavior
patterns attributed to someone occupying a given position in a social unit
Certain attitudes and behaviors consistent with a role
An individual’s view of how he or she is supposed to act in a given situation
Role Identity:
Role Perception:
How others believe a person should act in a given situation
An unwritten agreement that sets out what management expects from the employee and vice versa
Role Expectations:Psychological Contract
Role Conflicts:
• Every member of a group comes to expect certain behaviors from another member, asking that member to essentially perform his role.
• When these roles are questioned by another contradictory role, the results can be disappointing and even cause resentment.
• The individual experiencing a role conflict can also feel frustrated or overwhelmed by the contradiction, or even hurt by resentment among his peers
Norms & Status
• Status is a socially defined position or rank given to groups or group members by others
• Status derived through three sources:1) Power a person has over others2) Ability to contribute to group goals &3) Personal characteristics
Cohesiveness
Group Size:
Group Decision Making
Group Decision Making
Group Decision Making vs. Individual ChoiceEffectiveness and Efficiency
Strengths of Group Decision Making
Weaknesses of Group Decision Making
Generate more complete information and knowledge Time-consuming activity
Offer increased diversity of views and greater creativity Conformity pressures in the group
Increased acceptance of decisions Discussions can be dominated by a few members
Generally more accurate (but not as accurate as the most accurate group member
A situation of ambiguous responsibility
Group Decision Making
Group-think Group-shift
Situations where group pressures for conformity deter the group from
critically appraising unusual, minority, or unpopular views
When 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.
Group-think
Symptoms Minimizing Groupthink
Group members rationalize any resistance to the assumptions they have made. Reduce the size of the group to 10 or less
Members apply direct pressure on those who express doubts about shared views or who question the alternative favored by the majority.
Encourage group leaders to be impartial
Members who have doubts or differing points of view keep silent about misgivings. Appoint a “devil’s advocate”
There appears to be an illusion of unanimity. Use exercises on diversity
Nominal Group Technique
• Participants write down their own ideas first and then share and prioritize the assemblage of ideas.
• Participants typically vote anonymously for their favorite idea
Benefits• Everyone in a meeting can voice his or her
opinion. • Everyone is the meeting is participating
and the amount of side comments and conversations is minimal.
Limitations• The technique may be too rigid.• Ideas and opinions typically are not
considered in relation to each other.
Global Implication
• Groups and task performanceSocial loafingDisruptive behaviour
• Group effectivenessEffective groups
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