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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.