Foundations of Group Behavior

transcript

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

1. Differentiate between formal and informal groups.

2. Compare two models of group development.

3. Explain how group interaction can be analyzed.

4. Identify the key factors in explaining group behavior.

5. Explain how role requirements change in different situations.

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

6. Describe how norms exert influence on an individual’s behavior.

7. Define social loafing and its effect on group performance.

8. Identify the benefits and disadvantages of cohesive groups.

9. List the strengths and weaknesses of group decision making.

10. Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups.

Defining and Classifying GroupsDefining and Classifying Groups

Defining and Classifying Groups (cont’d)Defining and Classifying Groups (cont’d)

Why People Join GroupsWhy People Join Groups

• Security

• Status

• Self-esteem

• Affiliation

• Power

• Goal Achievement

Stages of Group DevelopmentStages of Group Development

The Five-Stage Group-Development Model

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Stages of Group Development (cont’d)Stages of Group Development (cont’d)

An Alternative Model: For Temporary Groups with Deadlines

Temporary groups with deadlines don’t seem to follow previous model. Studies indicate that they have their own unique sequencing of actions (inactions), such as:

1.Their first meeting sets the group’s direction;

2. This first phase of group activity is one on inertia;

3.A transition takes place at the end of this first phase, which occurs exactly when the group has used up half its allotted time;

4.A transition initiates major changes;

5.A second phase of inertia follows the transition;

6.The group’s last meeting is characterized by markedly accelerated activity.

An Alternative Model: For Temporary Groups with Deadlines

Sequence of actions:1. Setting up group

direction

2. First phase of inertia

3. Half-way point transition

4. Major changes

5. Second phase of inertia

6. Accelerated activity

Sequence of actions:1. Setting up group

direction

2. First phase of inertia

3. Half-way point transition

4. Major changes

5. Second phase of inertia

6. Accelerated activity

The Punctuated-Equilibrium ModelThe Punctuated-Equilibrium Model

Components of Work Group BehaviorComponents of Work Group Behavior

1. External conditions imposed on the group

2. Group resources

3. Group structure

4. Group processes

5. Group tasks

6. Group decision making

Group Behavior ModelGroup Behavior Model

1. External Conditions Imposed on the Group1. External Conditions Imposed on the Group

Imposed Conditions:• Organization’s overall strategy (e.g., expanding

market share)

• Authority structures

• Formal regulations (e.g., rules, policies, job description)

• Resource constraints (e.g., allocation)

• Selection process (e.g., criteria used by orgn’)

• Performance and evaluation and reward system

• Organization’s culture (e.g., dress for work)

• Physical work setting (by architects)

Imposed Conditions:• Organization’s overall strategy (e.g., expanding

market share)

• Authority structures

• Formal regulations (e.g., rules, policies, job description)

• Resource constraints (e.g., allocation)

• Selection process (e.g., criteria used by orgn’)

• Performance and evaluation and reward system

• Organization’s culture (e.g., dress for work)

• Physical work setting (by architects)

2. Group Member Resources2. Group Member Resources

Knowledge, Skills, and Abilities– Interpersonal skills

• Conflict management and resolution• Collaborative problem solving• Communication

– Personality Characteristics• Sociability• Initiative• Openness• Flexibility

3. Group Structure3. Group Structure

Roles Norms Status Size Composition Cohesiveness

Group Structure - Roles Group Structure - Roles

Formal Leadership– Leadership that is imposed on the group by the

organization.– Leaders who derive their power from the

positions they occupy in the organizational structure.

– Formal leaders may or may not also be the informal leaders of the groups in which they function.

Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)

Group Structure - NormsGroup Structure - Norms

Classes of Norms:

• Performance norms (how hard they should work)

• Appearance norms (dress)

• Social arrangement norms (friendship)

• Allocation of resources norms (pay)

Classes of Norms:

• Performance norms (how hard they should work)

• Appearance norms (dress)

• Social arrangement norms (friendship)

• Allocation of resources norms (pay)

Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)

Typology of Deviant Workplace BehaviorTypology of Deviant Workplace Behavior

ExamplesExamples

Hawthorne study Solomon Ash study on conformity of groups

Group Structure - StatusGroup Structure - Status

Group NormsGroup NormsGroup NormsGroup Norms

Status Equity Status Equity Status Equity Status Equity

CultureCultureCultureCulture

Group MemberGroup MemberStatusStatus

Group Structure – Status, Contd.,Group Structure – Status, Contd.,

Group Norms: For instance, high-status members of groups often are given more freedom to deviate from norms than are other group members.

Status Equity: It is important for group members to believe that the status hierarchy is equitable.

Culture: The importance of status does vary between cultures. For example, The French are highly status conscious.

What determines status?What determines status?

The power a person exerts over others A person’s ability to contribute to groups goal An individual’s personal characteristics – good

looks, money, intelligence, friendly personality

Group Structure - SizeGroup Structure - Size

Group Size

PerformanceExp

Actual (due to

loafin

Other conclusions:• Odd number groups do

better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

Other conclusions:• Odd number groups do

better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

Group Structure - CompositionGroup Structure - Composition

Group Structure - CohesivenessGroup Structure - Cohesiveness

Increasing group cohesiveness:1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Increasing group cohesiveness:1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

4. Group Processes4. Group Processes

The next component of the group behavior model considers the processes that go on within a work group, such as:

1.The communication patterns used by members for information exchanges

2. Group decision processes

3. Leader behavior

4. Power dynamics

5. Conflict interactions, and the like.

Group Processes, Contd.,Group Processes, Contd.,

Effects of Group ProcessesEffects of Group Processes

5. Group Tasks5. Group Tasks

Decision-making– Large groups facilitate the pooling of

information about complex tasks.– Smaller groups are better suited to coordinating

and facilitating the implementation of complex tasks.

– Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

6. Group Decision Making6. Group Decision Making

Strengths– More complete

information– Increased

diversity of views– Higher quality of

decisions– Increased

acceptance of solutions

Weaknesses– More time

consuming– Increased

pressure to conform

– Domination by one or a few members

– Ambiguous responsibility

Group Decision Making (cont’d)Group Decision Making (cont’d)

Groupthink SymptomsGroupthink Symptoms An illusion of invulnerability, which leads to unwarranted optimism and

excessive risk taking by the group. Unquestioned assumption of the group’s morality and therefore an absence of

reflection on the ethical consequences of group action. Collective rationalization to discount negative information or warnings. Stereotypes of the opposition as evil, weak, or stupid. An illusion of unanimity such that greater consensus is perceived than really

exists. Direct pressure on dissenting members, which reinforces the norm that

disagreement represents disloyalty to the group. Mindguards, who protect the group from adverse information.

Group Decision Making TechniquesGroup Decision Making Techniques

Evaluating Group EffectivenessEvaluating Group Effectiveness

Group Processes: Group Decision MakingGroup Processes: Group Decision Making

Advantages

– Generates more complete information and knowledge.

– Generates more diverse alternatives.

– Increases acceptance of a solution.

– Increases legitimacy of decision.

Disadvantages

– Time consuming

– Minority domination

– Pressures to conform

– Ambiguous responsibility

EXERCISEEXERCISE

Would you prefer to work alone or as part of a group?

Foundations of Group Behavior

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