Chapter 9- Foundations of Group Behavior(1)

8/18/2019 Chapter 9- Foundations of Group Behavior(1)

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Foundations ofGroup Behavior

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roup, an D erent ateBeteen Dierent Types of

Groups* group is dened as to or more

individuals, interacting and interdependent,ho have come together to achieve

particular o%+ectives.Groups can %e either formal or informal.

Formal groups those dened %y the

organi&ation$s structure. Informal groups alliances that are

neither formally structured nororgani&ationally determined.

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roup, an eren a eBeteen Dierent Types of

GroupsSeveral characteristics ma)e a socialidentity important to a person

Similarity

DistinctivenessStatus

Uncertainty reduction

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Group Stages

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Forming

Storming

-orming

erforming

*+dourning


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Group (ectiveness

Groups proceed through the stages ofgroup development at dierent rates.

Those ith a strong sense of purpose andstrategy rapidly achieve highperformance and improve over time.

Similarly, groups that %egin ith a

positive social focus appear to achievethe /performing0 stage more rapidly.

Groups don$t alays proceed clearly fromone stage to the ne"t.

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Five Stages ofGroup Development


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Sho 1o 2ole 2e!uirements 'hange In Dierent Situations

Role a set of e"pected %ehavior patternsattri%uted to someone occupying a givenposition in a social unit.

Role perception one$s perception ofho to act in a given situation.

Role expectations ho others %elieveone should act in a given situation.

Psychological contractRole conict situation in hich an

individual faces divergent rolee"pectations.

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1o -orms and Status ("ert In#uence 3n an Individual$sBehavior

Norms accepta%le standards of%ehavior ithin a group that are shared %ythe group$s mem%ers.

erformance norms

*ppearance norms

Social arrangement norms

2esource allocation norms

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Status a socially dened position orran) given to groups or group mem%ers %yothers.

Status characteristics theory dierences in status characteristicscreate status hierarchies ithin groups.

Status is derived from one of threesources4

The poer a person ields overothers.

* person$s a%ility to contri%ute to a$

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1o -orms and Status ("ert In#uence 3n an Individual$sBehavior


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Status and -orms1igh status individuals often have more

freedom to deviate from norms.

Status and Group Interaction1igh status people are often more

assertive.

Status Ine!uity

erceived ine!uity creates dise!uili%riumand can lead to resentment andcorrective %ehavior.

Status and Stigmati&ation

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-orms and Status ("ert In#uence 3n an Individual$sBehavior


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Sources of oer in a Group(nvironment

Position

Personal

Derived from top

management

Derived from the

followers based on the

leader’s behavior


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osition oer

Is derived from topmanagement

Is delegated don the chainof command

2esults from holding amanagement position

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ersonal oer

Is derived from the folloers

Is %ased on the leader$s %ehavior

Folloers can have personal poer over leaders

* manager should have %oth personal poer andposition poer

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Types of oer

5egitimate oer Is %ased on the user$s position poer,

given %y the organi&ation

5egitimate oer

*ppropriate 6se of 5egitimate oer (mployees agree to comply ith

management authority in return for the%enets of mem%ership

7ost day8to8day manageremployeeinteractions are %ased on legitimate poer

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Types of oer 9cont$d:

2eard oer

Is %ased on the user$s a%ility toin#uence others ith something of

value to them Impacts performance e"pectations and

achievement

* leader$s poer is strong or ea)%ased on his or her a%ility to reardand punish

6ses the e"change in#uence tactic

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Types of oer 9cont


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Types of oer 9cont


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Types of oer 9cont


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Types of oer 9cont


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Types of oer 9cont


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Types of oer 9cont


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Types of oer 9cont


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*c!uiring and 5osing oer

oer can change over time

ersonal poer can %e easily

gained or lost*%use of poer ill result in

loss of poer

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1o Group Si&e *ectsGroup erformance

Group si&e aects the group$s overall%ehavior.

5arge groups are good for gaining

diverse input.Smaller groups are %etter doing

something ith input.

Social loang the tendency forindividuals to e"pend less eort henor)ing collectively than alone.

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Implications ofDiversity For Group (ectiveness

Diversity the degree to hich mem%ersof the group are similar to, or dierentfrom, one another.

Increases group con#ict especially in theshort term.

'ulturally and demographically diverse

groups may perform %etter over time.3ver time, diversity may help them %emore open8minded and creative.

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reng s an


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reng s an=ea)nesses of Group Decision7a)ingStrengths of group decision ma)ing4

7ore complete information and)noledge

Increased diversity of vies Increased acceptance of solutions

=ea)nesses of group decision ma)ing4

Time consuming'onformity pressures

Dominance of a fe mem%ers

*m%iguous responsi%ility9-26

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reng s an=ea)nesses of Group Decision

7a)ing(ectiveness and e?ciency of groupdecisions4

*ccuracy

Speed

'reativity

*cceptance

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(ectiveness of Interacting, Brainstorming,and the -ominal Group Techni!ue

rainstorming can overcome pressuresfor conformity.

In a %rainstorming session4

The group leader states the pro%lemclearly.

7em%ers then /free8heel0 as many

alternatives as they can.-o criticism is alloed.

3ne idea stimulates others, and groupmem%ers are encouraged to /thin) the

unusual.0

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Implications for 7anagers

'onsider that the degree of congruence%eteen the employee$s and themanager$s perception of the employee$s

+o% in#uences the degree to hich themanager ill +udge that employeeeective.

Be certain your employees fullyunderstand their roles so you canaccurately assess their performance.

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In group situations here the normssupport high output, you can e"pectmar)edly higher individual performance

than hen the norms restrict output.Group norms that support antisocial

%ehavior increase the li)elihood thatindividuals ill engage in deviantor)place activities.

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ay attention to the organi&ational statuslevels of the employee groups you create.

Because loer8status people tend to

participate less in group discussions,groups ith high status dierences areli)ely to inhi%it input from loer8statusmem%ers and reduce their potential.

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=hen forming employee groups, use largergroups for fact8nding activities andsmaller groups for action8ta)ing tas)s.

=hen creating larger groups, you shouldalso provide measures of individualperformance.

To increase employee satisfaction, or) onma)ing certain your employees perceivetheir +o% roles the same ay you perceivetheir roles. 9-32

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Chapter 9- Foundations of Group Behavior(1)