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Organizational Behavior Seminar Presentation
Instructor: Prof. Norihiko TakeuchiSpeaker: William ( LIU, Shih-Wei )
Group
Madness is the exception in individuals
but the rule in groups.
- Friedrich Nietzsche, Beyond Good and Evil
Defining and Classifying Groups
Group
Two or more individuals interacting and interdependent, who have come together to achieve particular objectives
Formal Group
A designated work group defined by the organization’s structure
Informal Group
A group that is neither formally structured nor organizationally determined
Robert Schrank’s Ten Thousand Working Days
The power of informal group is sometimes very big that managers cannot ignore
Sub-classifications of Groups (1)
Formal GroupsCommand Group– Report directly to a given
managerTask Group– To complete a job or task
in an organization but not limited by hierarchical boundaries
Informal Groups
Groups and Teams
Groups TeamsDefinition Two or more
individuals interact for a goal
A special case of task group
Supervision Usually yes NoPerformance Sum of
individual’s workCoordinated work
Synergy No YesTime horizon Unspecific Specific or impliedAfter objects
attainedRemain Disband
Sub-classifications of Groups (2)
Formal GroupsCommand Group– Report directly to a given
managerTask Group– To complete a job or task
in an organization but not limited by hierarchical boundaries
Informal GroupsInterest Group– A specific objective with
which each is concernedFriendship Group– Share one or more
common characteristics
President
Vicepresident
Vicepresident
Vicepresident
Executivecommittee
Legaladvisor
Projectmanager
Projectmanager
Projectmanager
Cross-functional team(form of task group)
Functional group
Informal group
Types of Groups in Organizations
The importance of team work
The need to be a team player is so important nowadays that many companies resist hiring people that do not work with others
- Patricia Cook, CEO, Cook &Co.
"I don't have to be a team player. I'm the team owner.“
- New Yorker Cartoon
The Five-Stage Model of Group DevelopmentForming
– Members feel much uncertainty
Storming– Lots of conflict between
members of the groupNorming Stage
– Members have developed close relationships and cohesiveness
Performing Stage– The group is finally fully
functionalAdjourning Stage
– In temporary groups, characterized by concern with wrapping up activities rather than performance
Group Properties
GroupPerformance
NormsStatus
SizeCohesiveness
Roles
© 2009 Prentice-Hall Inc. All rights reserved.
Roles (1)
The development of roles
Copyright © by Houghton Mifflin Company. All rights reserved.
Expected
role
Sent
role
Perceived
role
Enacted
role
Role
A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
Role Conflicts
– Role Ambiguity: role sent is unclear.– Role conflict: messages and cues contradictory • Interrole conflict conflict between roles.
• Intrarole conflict conflicting demands from different sources.• Intrasender conflict single source sends contradictory
messages.• Person-role conflict is the discrepancy between role
requirements and an individual’s values, attitudes, and needs.
– Role overload: expectations exceed an individual’s capacities
Roles (2)
Role Expectations
How others believe a person should act in a given situation.
Role Perception
An individual’s view of how he or she is supposed to act in a given situation.
Zimbardo’s Prison Experiment
• Faked a prison using student volunteers
• Randomly assigned to guard and prisoner roles
• Within six days the experiment was halted due to concerns– Guards had dehumanized the
prisoners– Prisoners were subservient– Fell into the roles
The Experiment (2010)
Zimbardo’s Reflection
Deindividualization
The losing of self-awarenes in groups
Dehumanization
The denial of "humanness" to other people
Lord of Flies (1990)
William Golding, Lord of Flies (1945)
Norms
Norms
Acceptable standards of behavior within a group that are shared by the group’s members.
Classes of Norms
• Performance norms• Appearance norms• Social arrangement norms• Allocation of resources
norms
Hawthorne’s study (1924-1932)
Conformity
Conformity
Adjusting one’s behavior to align with the norms of the group
Reference Groups
Important groups to which individuals belong or hope to belong
Asch’s Study (1951)
Deviant Workplace Behaviors
Group norms can influence the presence of deviant behaviorProduction Leaving early
Intentionally working slowlyWasting resources
Property Sabotage Lying about hours worked Stealing from the organization
Political Showing favoritismGossiping and spreading
rumorsBlaming coworkers
Personal Aggression Sexual harassmentVerbal abuseStealing from coworkers
S.L. Robinson, and R.J. Bennett 1995.
The Inner Ring
I believe that in all men’s lives at certain periods, and in many men’s lives at all periods between infancy and extreme old age, one of the most dominant elements is the desire to be inside the local Ring
Of all the passions, the passion for the Inner Ring is most skillful in making a man who is not yet a very bad man do very bad things
C. S. Lewis, The Inner Ring
Iraq Prison Abuse Scandal
Bad Apples? Scapegoat?
Philip Zimbardo, The Lucifer Effect (2007)
Are we born good and corrupted by an evil society or born evil and corrected by a good society?
Status
A socially defined position or rank given to groups or group members by others
Power over OthersPower over Others
Ability to Contribute Ability to
Contribute
Personal Characteristics
Personal Characteristics
Group MemberStatus
Group MemberStatus
Norms & InteractionNorms &
Interaction
Size
Group Size
Performance
Expec
ted
Actual (d
ue to loafing)
Social LoafingThe tendency for individuals to expend less effort when working collectively
Prevent social loafing• Setting group goals• Intergroup competition• Peer evaluation• Distribute group
rewards based on individual effort
Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group
To increase cohesiveness• Make the group smaller• Encourage agreement with group goals• Increase time members spend together• Increase group status and admission
difficulty• Stimulate competition with other groups• Give rewards to the group, not
individuals• Physically isolate the group
Cohesiveness
Cohesiveness
Lowperformance
Lowestperformance
High
Low
Low High
Highperformance
Moderateperformance
Per
form
ance
no
rms
Copyright © by Houghton Mifflin Company. All rights reserved.
Group Decision Making
Strengths Weaknesses
• Complete information• Diversity• More accuracy• Increased acceptance
• Time consuming• Pressure to conform• Domination by few• Ambiguous
responsibility
Group Thinking
Groupthink
Norm for consensus overrides realistic appraisal of alternative course of action
Group Shift (Group Polarization)
An exaggeration of initial position of the group Can be either toward conservatism or greater risk
Group Thinking in the Political Field
“There’s a win-win on the table here, but there’s also a lose-lose—and Washington may choose the latter”
- Newsweek
US Congress, Washington, DC
Student occupying Taiwan Congress in Mar. 2014
The Herd Behavior in Housing Bubble
The Housing Bubble, New York Times Cartoon
Herd behavior
Individuals in a group act collectively without centralized direction
Big Pharma R&D Team Boosts Profit The Background (back to 2002)• The pharmaceutical industry
was mediocre and growing slow in 2002
• Average year profit increase 1%• The Stock Exchange Index
declined 25% The Issue• Patent expirations can erase
30% of stock's value overnight• Need for stronger R&D to
produce new drug
Comparison (back to 2002)
Eli Lilly PfizerStock Price $62 a share $30 a shareblockbusters Forteo (osteoporosis, 2002)
Strattera (attention dis., 2002)Cymbalta (depression, 2001)Cialis (male impotence, 2003)
Lipitor (cardiovascular, 1996)Norvasc (blood pressure, 1999)Zoloft (depression, 1991)Viagra (male impotence, 1998)
Pfizer’s Strategy2000 Takeover of Warner-Lambert2003 Acquisition of Pharmacia
The efforts of Peter Corr
Critics• It is quite clear that greater scale in
research and development does not mean greater productivity
• Scientists had recently been drawn to Abbott Laboratories and Eli Lilly
Measures• Reduce the number of projects that
fail late in development• Forging earlier and stronger links
between researchers and marketing executives
Result• Ann Arbor Prize• Pfizer released SIX new
drugs compared to four of Eli Lilly
Peter B. Corr, PhD., Senior Vice President for Science and Technology, Pfizer