Foundations OfGropu Behavior Download

8/2/2019 Foundations OfGropu Behavior Download

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THE FOUNDATIONSOF GROUP BEHAVIOR

AN INTRODUCTION TOORGANIZATIONAL BEHAVIORBy: Stephen Robbins &

Timothy Judge

Prepared by:GREGAR DONAVEN E. VALDEHUEZA, MBA

Lourdes College Instructor


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Learning Objectives

Differentiate between formal and informal groups. Compare two models of group development. Explain how role requirements change in different

situations. Describe how norms exert influence on an individuals

behavior. Explain what determines status. Define social loafing and its effect on group

performance.

Identify the benefits and disadvantages of cohesivegroups. List the strengths and weaknesses of group decision

making. Contrast the effectiveness of interacting, brainstorming,

nominal, and electronic meeting groups.


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Defining and Classifying Groups

Group

Two or more individuals, interacting andinterdependent, who have come together toachieve particular objectives.


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Formal GroupsA designated work group defined by the

organizations structure.

Command Group A group composed of the individuals who report

directly to a given manager.

Task Group Those working together to completes a job task.


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Informal GroupsA group that is neither formally structured nor

organizationally determined; appears in responseto the need for social contract.

Interest Group

Those working together to complete a job task.

Friendship Group

Those brought together because they share one ormore common characteristics.


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Why do people join groups?

Security. By joining a group, individuals can reduce the insecurity ofstanding alone. People feel stronger, have fewer self-doubts, andare more resistant to threats when they are part of a group.

Status. Inclusion in a group that is viewed as important by othersprovides recognition and status for its members.

Self-esteem. Groups can provide people with feelings of self-worth.That is, in addition to conveying status to those outside the group,membership can also give increased feelings of worth to the groupmembers themselves.

Affiliation. Groups can fulfill social needs. People enjoy the regularinteraction that comes with group membership. For many people,these on-the-job interactions are their primary source for fulfillingtheir needs for affiliation.

Power. What cannot be achieved individually often becomespossible through group action. There is power in numbers.

Goal Achievement. There are times when it takes more than oneperson to accomplish a particular task there is a need to pooltalents, knowledge, or power in order to complete a job. In suchinstances, management will reply on the use of a formal group.


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Stages of Group Development

The Five-Stage Group-Development Model

The five distinct stages groups go through:forming, storming, norming, performing, andadjourning.


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Stage I: Forming The first stage in group development,

characterized by much uncertainty about thegroups purpose, structure, and leadership.

Stage II: Storming The second stage in group development,characterized by intragroup conflict.

Stage III: Norming The third stage in group development,

characterized by close relationships andcohesiveness.


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Stage IV: Performing The fourth stage in group development, when the

group is fully functional.

Stage V: Adjourning The fifth stage in group development for

temporary groups, characterized by concern with

wrapping up activities rather than taskperformance.


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An Alternative Model:

For Temporary Groups with Deadlines

Punctuated-Equilibrium Model

Transitions temporary groups go through betweeninertia and activity.


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Sequencing Action (Inaction)

(1)Their first meeting sets the groups direction

(2) This first phase of group activity is one of inertia(that is, the group tends to stand still or become

locked into a fixed course of action.)(3) A transition takes place at the end of this firstphase, which occurs exactly when the group hasused up half its allocated time

(4) A transition initiates major changes

(5) A second phase of inertia follows the transition

(6)The groups last meeting is characterized bymarkedly accelerated activity


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Group Properties: Roles, Norms,

Status, Size, and Cohesiveness

Role

A set of expected behavior patterns attributed tosomeone occupying a given position in a specialunit.


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Role Identity Certain attitudes and behaviors consistent with a role.

Role PerceptionAn individuals view of how he or she is supposed to

act in a given situation.

Role Expectations How others believe a person should act in a given

situation.Psychological Contract an unwritten agreement that sets out whatmanagement expects from the employee, and vice versa.

Role ConflictA situation in which an individual is confronted by

divergent role expectations.


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Norms

Acceptable standards of behavior within a groupthat are shared by the groups members.


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Common Classes of Norms Performance norms (formal)

Appearance norms (formal)

Social arrangement norms (informal)

Allocation of resources norms (formal & informal)

Conformity

Adjusting ones behavior to align with the norms of the group.Reference Group important groups to which individuals belong or hope to

belong and with whose norms individuals are likely to conform.

Deviant Workplace Behavior

(antisocial behavioror workplace incivility) Voluntary behavior that violates significant organizational norms

and, in doing so, threatens the well-being of the organization orits members.


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Typology ofDeviant Workplace Behavior

CATEGORY EXAMPLES

Production Leaving early

Intentionally working

slowly

Wasting resources

Property Sabotage

Lying about hours

worked

Stealing from the

organization

CATEGORY EXAMPLES

Political Showing favoritism

Gossiping and

spreading rumors

Blaming coworkers

Personalaggression Sexual harassment

Verbal abuse

Stealing from

coworkers


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Status

A socially defined position or rank given to groupsor group members by others.


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What Determines Status?

Status Characteristics Theory

Theory stating that differences in status characteristicscreate status hierarchies within groups.

Derived from three sources:

The power a person wields over others

A persons ability to contribute to a groups goalsAn individuals personal characteristics

Status and Norms

Status has been shown to have some interestingeffects on the power of norms and pressures to conform.


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Status and Group Interaction

High-status people tend to be more assertive than

low-status people.

Status Inequity

When inequity is perceived, it creates

disequilibrium, which results in various types ofcorrective behavior.

Status and Culture

Make sure you understand who and what holdsstatus when interacting with people from a culturedifferent from your own.


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Size

The physical dimensions, proportions, magnitude,or extent of an object (www.thefreedictionary.com)


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Social Loafing the tendency for individuals to expend (spend) less

effort when working collectively than whenworking individually.

causes:

If one thinks others are lazy, the person reestablishequity by reducing effort.

Dispersion of responsibility


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The research on group size leads to twoadditional conclusions:

1. Groups with an odd number of members tend to

be preferable to those with an even number.

2. Groups made up of five to seven numbers do apretty good job of exercising the best elements

of both small and large groups.


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Cohesiveness

Degree to which group members are attracted toeach other and are motivated to stay in the group.


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Lowproductivity

Moderate to lowproductivity

Highproductivity

Moderateproductivity

Low

High

High Low

C O H E S I V E N E S S

PERF

ORMANCE

NORMS

Relationship Between Group Cohesiveness,Performance Norms, and Productivity


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Suggestions on how to encourage groupcohesiveness:

1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase the time members spend together.

4. Increase the status of the group and theperceived difficulty of attaining membership inthe group.

5. Stimulate competition with other groups.

6. Give rewards to the group rather than toindividual members.

7. Physically isolate the group.


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Group Decision Making

Groups versus the Individual

Decision-making groups may be widelyused in organizations, but does that implythat group decisions are preferable to

those made by an individual alone?


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Strengths of Group Decision Making More complete information and knowledge

Increased diversity of views

Increased acceptance of a solution

Weaknesses of Group Decision Making Conformity pressures in groups

Dominated by one or a few membersAmbiguous responsibility


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Effectiveness and Efficiency

Effectiveness

In terms ofaccuracy, group decisions are generallymore accurate than the decisions of the averageindividual in a group but less accurate than thejudgments of the most accurate group member.

Decision effectiveness in terms ofspeed, individuals

are superior. Ifcreativity is important, groups tend to be more

effective.

If effectiveness means the degree ofacceptance of

final solution achieves, group is more effective.Efficiency In terms of efficiency, groups almost always stack up

as a poor second to the individuals. Exceptions onlyin achieving comparable quantities of diverse input.


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Groupthink and Groupshift

Two byproducts of group decision making.

Groupthink Phenomenon in which the norm for consensus

overrides the realistic appraisal of alternative courses

of action.


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Symptoms of a Groupthink phenomenon:

Group members rationalize any resistance to the

assumptions they have made. No matter how strongly theevidence may contradict their basic assumptions, membersbehave so as to reinforce those assumptions continually.

Members apply direct pressures on those whomomentarily express doubts about any of the groups

shared views or who question the validity of argumentssupporting the alternative favored by the majority.

Members who have doubts or hold differing points of viewseek to avoid deviating from what appears to be groupconsensus by keeping silent about misgivings and even

minimizing to themselves the importance of their doubts. There appears to be an illusion of unanimity. If someone

doesnt speak, its assumed that he/she is in full accord.In other words, abstention becomes viewed as a YESvote.


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What managers should do to minimize

groupthink?Monitor group size.

Managers should encourage group leaders to

play an impartial role.Appoint one group member to play the role of

devils advocate.

Use exercises that stimulate active discussion

of diverse alternatives without threatening thegroup and intensifying identity protection.


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Groupshift

A change in decision risk between the groupsdecision and the individual decision that members

within the group would make; can be eithertoward conservatism or greater risk.

Groupshift can be viewed as actually a special case of

groupthink. The decision on the group reflects thedominant decision-making norm that develops during thegroups discussion.

The greater occurrence of the shift toward risk: Familiarization among the members

Admiring individuals who are willing to take risks

Diffuses responsibility


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Group Decision-Making Techniques

Interacting groups Typical groups, in which members interact with each other

face-to-face.

Brainstorming An idea-generation process that specifically encourages any

and all alternatives, while withholding any criticism of thosealternatives.

Nominal Group Technique A group decision-making method in which individual

members meet face-to-face to pool their judgments in a

systematic but independent fashion.

Electronic Meeting A meeting in which members interact on computers, allowing

for anonymity of comments and aggregation of votes.


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Evaluating Group Effectiveness

TYPE OF GROUP

EFFECTIVENESS CRITERIA Interacting Brainstorming Nominal Electronic

Number and quality of ideas Low Moderate High High

Social pressure High Low Moderate Low

Money costs Low Low Low High

Speed Moderate Moderate Moderate Moderate

Task orientation Low High High High

Potential for interpersonal conflict High Low Moderate Low

Commitment to solution High Not applicable Moderate Moderate

Development of group cohesiveness High High Moderate Low


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-END

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Clarifications?

Suggestions?Violent reactions?

If none, then you may go.Take care everyone.

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Foundations OfGropu Behavior Download