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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
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
© 2003 Prentice Hall Inc. All rights reserved. 8–2
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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S
© 2003 Prentice Hall Inc. All rights reserved. 8–3
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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S (
con
t’d
)
© 2003 Prentice Hall Inc. All rights reserved. 8–4
Defining and Classifying GroupsDefining and Classifying Groups
© 2003 Prentice Hall Inc. All rights reserved. 8–5
Defining and Classifying Groups (cont’d)Defining and Classifying Groups (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 8–6
Why People Join GroupsWhy People Join Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
© 2003 Prentice Hall Inc. All rights reserved. 8–7
Stages of Group DevelopmentStages of Group Development
The Five-Stage Group-Development Model
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
© 2003 Prentice Hall Inc. All rights reserved. 8–8
Stages of Group DevelopmentStages of Group Development
© 2003 Prentice Hall Inc. All rights reserved. 8–9
Stages of Group Development (cont’d)Stages of Group Development (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 8–10
Stages of Group DevelopmentStages of Group Development
© 2003 Prentice Hall Inc. All rights reserved. 8–11
An Alternative Model: For Temporary Groups with Deadlines
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–12
An Alternative Model: For Temporary Groups with Deadlines
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
© 2003 Prentice Hall Inc. All rights reserved. 8–13
The Punctuated-Equilibrium ModelThe Punctuated-Equilibrium Model
© 2003 Prentice Hall Inc. All rights reserved. 8–14
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
© 2003 Prentice Hall Inc. All rights reserved. 8–15
Group Behavior ModelGroup Behavior Model
© 2003 Prentice Hall Inc. All rights reserved. 8–16
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)
© 2003 Prentice Hall Inc. All rights reserved. 8–17
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
© 2003 Prentice Hall Inc. All rights reserved. 8–18
3. Group Structure3. Group Structure
Roles Norms Status Size Composition Cohesiveness
© 2003 Prentice Hall Inc. All rights reserved. 8–19
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–20
Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 8–21
Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 8–22
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)
© 2003 Prentice Hall Inc. All rights reserved. 8–23
Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 8–24
Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 8–25
Typology of Deviant Workplace BehaviorTypology of Deviant Workplace Behavior
© 2003 Prentice Hall Inc. All rights reserved. 8–26
ExamplesExamples
Hawthorne study Solomon Ash study on conformity of groups
norms
© 2003 Prentice Hall Inc. All rights reserved. 8–27
Group Structure - StatusGroup Structure - Status
Group NormsGroup NormsGroup NormsGroup Norms
Status Equity Status Equity Status Equity Status Equity
CultureCultureCultureCulture
Group MemberGroup MemberStatusStatus
Group MemberGroup MemberStatusStatus
© 2003 Prentice Hall Inc. All rights reserved. 8–28
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–29
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
© 2003 Prentice Hall Inc. All rights reserved. 8–30
Group Structure - SizeGroup Structure - Size
Group Size
PerformanceExp
ecte
d
Actual (due to
loafin
g)
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–31
Group Structure - CompositionGroup Structure - Composition
© 2003 Prentice Hall Inc. All rights reserved. 8–32
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–33
Relationship Between Group Cohesiveness, Performance Norms, and Productivity
Relationship Between Group Cohesiveness, Performance Norms, and Productivity
© 2003 Prentice Hall Inc. All rights reserved. 8–34
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–35
Group Processes, Contd.,Group Processes, Contd.,
© 2003 Prentice Hall Inc. All rights reserved. 8–36
Effects of Group ProcessesEffects of Group Processes
+
–
=
© 2003 Prentice Hall Inc. All rights reserved. 8–37
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–38
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
© 2003 Prentice Hall Inc. All rights reserved. 8–39
Group Decision Making (cont’d)Group Decision Making (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 8–40
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.
© 2003 Prentice Hall Inc. All rights reserved. 8–41
Group Decision Making TechniquesGroup Decision Making Techniques
© 2003 Prentice Hall Inc. All rights reserved. 8–42
Evaluating Group EffectivenessEvaluating Group Effectiveness
© 2003 Prentice Hall Inc. All rights reserved. 8–43
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
© 2003 Prentice Hall Inc. All rights reserved. 8–44
EXERCISEEXERCISE
Would you prefer to work alone or as part of a group?