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What is a GROUP? two or more people who perceive
themselves as a group and interact
in some way.
must involve some degree of
structure and permanency
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According to Gordon (2001);To be called a group, four criteria must be met.
1. The members of the group must see
themselves as a Unit
2. Group Rewards
3. Corresponding Effects
4. Common goal
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ASSIGNMENT
Most common reason forjoining a groups is that
employees are assigned tothem
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Physical Proximity
People tend to formgroups with peoplewho either live or
work nearby.
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Affliation
.
Involves our need to be
with other people. Thus,one reason people join
groups is to be near and
talk to other people
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Identification
The desire tohave an identity
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Emotional Support
To obtainemotional support
from our groups
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Assistance or HelpTo obtain
assistance or helpfrom our groups
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Common interestPeople often join groups
because they share acommon interests.
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Common GoalsPeople often join a
group because they
have a common
goal.,
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Group Synergy refers to the idea that two heads (or more) are
better than one.
"The whole is greater than the sum of itsparts,"
groups are often capable of producing higher
quality work and better decisions that can anindividual working alone.
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SecurityBy joining a group, individuals can reduce
the insecurity of 'standing alone.' People
feel stronger, have fewer self-doubts, andare more resistant to threats when they
are part of a group.
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PowerWhat cannot be achieved
individually often becomespossible through group action.
There is power in numbers.
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When several people individually work on a
problem but do not interact
When several individuals interact to solve aproblem
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BRAINSTORMINGNominal Group
Ideas are more creative Higher quality
Most effective (single
problems)
Interacting Group
Most effective (complex
problems)
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Factors Affecting GroupPerformance
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Group Cohesiveness Is the extent to which group
members like and trust one
another, are committed toaccomplishing a team goal, andshare a feeling of group pride
(Beale, Cohen, Burke, & McLendon,2003)
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In general, the more cohesive the group, thegreater its:
Productivity and Efficiency (Beale et al.,2003)
Decision Quality (Mullen, Anthony, Salas,
& Driskell, 1994) Member Satisfaction (Brawley, Carron &
Widmeyer, 1993; Deluga & Winters, 1991)
Member interaction (Shaw & Shaw, 1962) Employee Courtesy (Kidwell, Mossholder,
& Bennett, 1997)
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BUT...Cohesiveness can also lower
group performance, especially in awork setting.
It is not always necessary for
ultimate group success.
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Group Homogeneity Is the extent to which its members
are similar.
A homogeneous group containsits members who are similar insome or most ways, whereas
A heterogeneous group containsits members who are moredifferent than alike.
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Aamodt, Kimbrough, and Alexander (1983)
hypothesized that previous research yieldedmixed results because the compositions ofthe best performing actually somewhere
between completely homogeneous and
completely heterogeneous. These authorslabeled them slightly heterogeneous.
Although group performance is best inslightly heterogeneous groups, the group
member who is different may not have thesame satisfaction as the rest of the groupmembers.
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Stability of Membership
The greater the stability of thegroup, the greater the
cohesiveness.Isolation
Groups that are isolated or locatedaway from other groups tend to
be highly cohesive.
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Outside Pressure
Groups that are pressured by outsideforces tend to become highly cohesive.To some degree, this response to
outside pressure can be explained bythe phenomenon ofpsychologicalreactance (Brehm, 1966). When webelieve that someone is trying to
intentionally influence us to take someparticular action, we often react bydoing the opposite.
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Group Size Groups are most cohesive and
perform best when group size issmall.
Studies have shown that large groupshave lower productivity, lesscoordination, and lower morale and
are less active, less cohesive and morecritical than smaller groups.
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Group StatusThe higher the groups status,
the greater its cohesiveness.
Important Point: A group canbe made more cohesive by
increasing group status.
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Group Ability and Confidence NOT surprisingly, groups with high-
ability members outperform those withlow ability member Furthermore, groups
whose members believe that their teamcan be successful both at a specific task(high team efficacy) and at tasks ingeneral (high team potency) perform
better than groups whose members arentas confident about their probability forsuccess.
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Personality of the Group MembersGroups whose members have
task-related experience and score
high in the personalitydimensions of openness toexperience and emotional stability
will perform better than groupswhose members do not have thesecharacteristics.
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Communication Structure orNetwork For a group to perform successfully,
good communication among its membersis essential. A variety of communication
networks can be used by small groups,and even more complex networks arepossible with larger groups.
A good leader carefully chooses thecommunication network that bestfacilitates the goals of his group.
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Group RolesIs the extent to which its members
assume different roles. For a group
to be successful, its membersroles must fall into one of the twocategories:
Task oriented and
Social oriented
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Task oriented Rolesinvolve behaviorssuch as offering new ideas,
coordinating activities, and findingnew information.
Social oriented Rolesinvolve
encouraging cohesiveness andparticipation.
A third category the Individual Role includes blocking group activities,calling attention to oneself, andavoiding group interaction.
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Presence of Others: SocialFacilitation and Inhibition
Social Facilitation involves the
positive effects of the presence of
others on an individuals behavior;
Social Inhibition involves the
negative effects of otherspresence.
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Audience Effects. The phenomenon
of audience effects takes place when agroup of people passively watch anindividual. The strength of having anaudience present is a function of at
least three factors. Latane (1981)hypothesized these factors to be:
1. Audiences size
2. Physical proximity to the person orgroup,
3. Its Status.
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Coaction.The effect on
behavior when two or more
people are performing thesame task in the presence ofone another.
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Explaining Social Facilitation EffectsPerformance increases when the
task is easy or well learned;performance decreases when thetask is difficult or not well-
learned.
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The first explanation holds that mere presence ofothers naturally produces arousal.
The second explanation states that a coactingaudience provides a means for comparison.
The third explanation evaluation apprehension hypothesizes that judgment by others causes thedifferential effects of social facilitation.
The fourth explanation proposes that the presenceof others is distracting to the individual who istrying to perform a task.
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Social Loafing Considers the effect on individual
performance when people work
together on a task. Although it is clear that social loafing
occurs especially in poor performers, it
is not clear whyit occurs.
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One theory is that because group members realizethat their individual efforts will not be noticed,there is little chance of individual reward.
A second theory, called the free rider theorypostulates that when things are going well, a groupmember realizes that his effort is not necessaryand thus does not work as hard as he would if hewere alone.
A third theory, called the sucker effect ,hypothesizes that social loafing occurs when agroup member notices that other group membersare not working hard and thus playing him for a
sucker.
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Individual Dominance Another variable that can affect group
performance is individual dominanceby a leader or single member.
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GroupthinkThe term groupthink was coinedby Janis (1972) after studying the
disastrous Bay of Pigs invasion of1961. Janis (1972) proposed theconcept of groupthink to explain
how some of the nationsbrightest men could hatch an ill-conceived plan.
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Groupthinkmost oftenoccurs when the group Is cohesive
Is insulated from qualified outsiders Has an illusion of invulnerability, infallibility,
or both Believes that it is morally superior to its
adversaries Is under great pressure to conform
Has a leader who promotes a favoritesolution Has gatekeepers who keep information from
other group members.
b d d i
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Groupthink can be reduced inseveral ways.
First, the group leader should notstate his own position or beliefs
until late in the decision-makingprocess.
Second, the leader should promote
an open discussion and encouragegroup members to speak.
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Third, a group or committee canbe separated into subgroups to
increase the chance ofdisagreement.
Finally, one group member can be
assigned the job ofdevilsadvocate one who questionsand disagrees with the group.
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, Mara Nica
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the job requires high level of employee
interaction
A team approach will simplify the job
A team can do something an individual
cannotthere is a time to create a team and properlyteam members
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According to Devine, Clayton, Phillips,Dunford, and Melner
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GROUP CONFLICT
Joy Rose I. Desoloc
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Conflict is the psychological andbehavioral reaction to a perception
that another person is either:
keeping you from reaching a goal, taking away your right to behave in a
particular way, or;
Violating the expectancies of arelationship.
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PERCEPTION is one of the keycomponents of conflict.
most conflict results in lower teamperformance and lower member
satisfaction meta-analysis by De
Dreu and Weingart
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DYSFUNCTIONAL CONFLICT occurs whenone or both parties feel a loss of control
due to the actions of the other party and
has its greatest effect on team
performance when the task beingperformed is complex.
FUNCTIONAL CONFLICT moderate degreeof conflict that can result in better
performance.
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Types of Conflict
INTERPERSONAL confict occurs betweentwo individuals.
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Types of Conflict
INDIVIDUAL-GROUP conflict occurswhen the individuals needs are
different from the groups needs,
goals, or norms.
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Types of Conflict
GROUP-GROUP conflict occursannually as departments fight for
budget allocations and space.
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Causes of Conflict
COMPETITIOPN for RESOURCES- when demand fora resource exceeds its supply, conflict occurs.
TASK INTERDEPENDENCE- comes when the
performance of some group members depends onthe performance of other group members.
JURISDICTIONAL AMBIGUITY- is found when
geographical boundaries or lines of authority isunclear.
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Causes of Conflict
COMMUNICATION BARRIERS-it can bephysical, cultural or psychological.
BELIEF- conflict can occur when individualsor groups believe that they
are superior to other people or groups have been mistreated by others are vulnerable to others and are in harms
way
cannot trust others Are helpless or powerless (Eidelson &
Eidelson, 2003)
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Cuases of Conflict
PERSONALITY- conflict is often theresult of people with incompatible
personalities who must work
together.
TYPE NEED OBSESSION DESCRIPTION BEST WAY TO HANDLE
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Tank Control Task
completion
Pushes, yells, gives
orders, intimidates
Dont counterattack
or offer excuses, hold
your ground.
Sniper Control Taskcompletion
Uses sarcasm,criticizes,
humiliates others
Call them on theirsarcasm and have
them explain what
was really behind
their comment.
Know-It-All Control Task
completion
Dominates
conversations,
doesnt listen
Acknowledge their
knowledge, make your
statements appear asif they are in
agreement
Whiner Perfection Task quality Constantly
complains
Focus their complaints
on specifics and
solutions.
No Person Perfection Task quality Disagrees witheverything
Dont rush them or
argue; acknowledge
their good intentions.
Nothing
Person
Perfection Task quality Doesnt do
anything
Be patient and ask
them open-ended
questions.
TYPE NEED OBSESSION DESCRIPTION BEST WAY TO
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HANDLE
Yes Person Approval Being liked Agrees to
everything
Talk honestly and let
the person know it is
safe to disagree with
you.
Maybe
Person
Approval Being liked Wont commit or
make a decision
Help them learn a
decision-making
system, and then
reassure them about
the decisions they
make.
Grenade Attention Being
appreciated
Throws tantrums Dont show anger,
acknowledge their
complaint, and give
them a chance to cool
down.
Friendly
Sniper
Attention Being
appreciated
Uses jokes to pick
on people
Give them attention
when they are not
making fun of you.
Think-
They-
Know-It-All
Attention Being
appreciated
Exaggerates, lies,
gives advice
Give them attention
and ask them for
specifics; dont