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

Continue…

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.

Continue…

• 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