Chapter 8Group Behavior
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
2
Group Defined A group is a collection of two or more
interacting individuals with a stable pattern of relationships who share common goals and who perceive themselves as being a group.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
3
Types of Groups
Formal Groups
Command Groups
Task Groups
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
4
Types of Groups Formal groups are defined by the
organizational structure: Command groups – Groups defined by the
organizational chart, i.e., the engineering group.
Task groups – Focus is on completing a task, i.e., quality circles.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
5
Types of Groups
Informal Groups
Interest Groups
FriendshipGroups
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
6
Types of Groups
Informal groups are groups that form to respond to common interests or social interaction: Interest groups – People working together
for a common interest. Friendship groups – The focus is on people
bonding together and sharing common characteristics.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
7
Why do People Join Groups? Security Status Self-esteem Power Goal achievement Cultural identity
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
8
Why Do People Join Groups? Security – By joining a group, individuals can
reduce the insecurity of “standing along.” People feel stronger, have fewer self-doubts, and are more resistant in threats when they are part of a group.
Status – Inclusion in a group that is viewed as important by others provides recognition and status for its members.
Self-esteem – Groups can fulfill social needs. People enjoy the regular interaction that comes with group membership. For many, the on-the-job interactions are their primary source of fulfilling their needs for affiliation.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
9
Why Do People Join Groups? Power – There is strength in numbers. What
cannot be achieved individually often becomes possible through group action.
Goal achievement – There are times when it takes more than one person to accomplish a particular task – there is a need to pool talents, knowledge, or power in order to complete a job.
Cultural identity – Many organizations evolve into a organizational culture creating a new environment for teamwork.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
10
** Group Development(Stages of development)
Forming – caution, confusion, uncertainty.
Storming – tension, hostility, and intragroup conflict.
Norming – group norms and developing of close relationships.
Performing - focusing on the accomplishment of the task.
Adjourning – getting closure.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
11
The Five Stage Model: Team Cooperation and Synergy
Forming
Storming
Norming
Performing
Adjourning
High
Low
Negative PositiveNeutralSynergy
TeamCooperation
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
12
Types of Teams(The three most common)
** Problem-solving teams – Quality Circles (10-12 members)
Employees within the organization who meet to discuss ways to improve quality, efficiency and the work environment
** Self-managed or self-directed work teams (10-15 members)
People who take on the responsibilities of their former supervisors
** Cross-functional work teams Team that is made up of director level managers
within the organization who have come together to accomplish a task
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
13
Three Types of TeamsProblem-Solving Self-Managed
Cross-Functional
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
14
Team Cooperation and Synergy A team is a group whose members have
complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable.
The difference between a work group and a work team is the ability to create positive synergy. ** Synergy is an attribute of work teams
which results in a level of performance that is greater than the sum of the individual inputs.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
15
Other Team Issues . . .
Size Team skills Authority Geography Goals
Timing Leadership Reward systems Group decisions Trust
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
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Other Team Issues . . . Groupshift – groups shifts to become
more conservative or more risky due to lack of individual responsibility.
** Groupthink - occurs when group conformity overrides reality. Go along with group’s decision in order to maintain harmony
Escalation of commitment - is staying with a course of action beyond where it is reasonable.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
17
Summary Groups will vary in size depending on their
function. Successful groups must contain members with
technical skills, problem-solving and decision-making skills and strong interpersonal skills.
People know and are matched to their jobs and skills.
** Acceptable standards of behavior that are shared by the group's members are called group norms. The majority of norms are informal.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458. Modified by Jackie Kroening 2011
18
Summary Teams members must be committed to
the team. Members know what has to be done
(goals) and achieve this focus. Members are accountable to each other. Members have high mutual trust.