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Foundations of
Group Behavior
ChapterNINE
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Defining and Classifying Groups
Group(s)
Two or more individuals interacting andinterdependent, who have come togetherto achieve particular objectives.
Formal Group
A designated work
group defined by theorganizations structure.
Informal Group
A group that is neither
formally structured nororganizationally determined;appears in response to theneed for social contact.
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Defining and Classifying Groups (contd)
Command Group
A group composed ofthe individuals whoreport directly to agiven manager.
Task Group
Those working togetherto complete a job or task.
Interest Group
Those working togetherto attain a specificobjective with whicheach is concerned.
Friendship Group
Those brought togetherbecause they share oneor more commoncharacteristics.
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Why People Join Groups
Security
Status
Self-esteem
Affiliation
Power
Goal Achievement
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The Five-Stage Model of Group Development
Forming Stage
The first stage in group development, characterizedby much uncertainty.
Storming StageThe second stage in group development,characterized by intragroup conflict.
Norming Stage
The third stage in groupdevelopment, characterizedby close relationships andcohesiveness.
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Group Development (contd)
Performing Stage
The fourth stage in group development, when thegroup is fully functional.
Adjourning Stage
The final stage in groupdevelopment for temporarygroups, characterized byconcern with wrapping upactivities rather thanperformance.
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Stages of Group Development
E X H I B I T 92
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An Alternative Model: Temporary Groups with
Deadlines
Sequence of actions:1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes5. Second phase of inertia
6. Accelerated activity
Punctuated-
Equilibrium Model
Temporary groups
under time constraineddeadlines go throughtransitions betweeninertia and activity---at
the half-way point,they experience anincrease inproductivity.
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The Punctuated-Equilibrium Model
E X H I B I T 93
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Group Properties
Roles
Norms
Status
Size
Cohesiveness
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Group Properties - Roles
Role(s)
A set of expected behavior patterns attributed tosomeone occupying a given position in a social unit.
Role Identity
Certain attitudes and behaviorsconsistent with a role.
Role Perception
An individuals view of how he or sheis supposed to act in a given situation.
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Group Properties - Roles (contd)
Role Expectations
How others believe a personshould act in a given situation.
Role Conflict
A situation in which an individual is confronted bydivergent role expectations.
Psychological Contract
An unwritten agreement that setsout what management expects fromthe employee and vice versa.
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Group Properties - Norms
Classes of Norms: Performance norms
Appearance norms
Social arrangement norms Allocation of resources
norms
Norms
Acceptable standards of behavior within a groupthat are shared by the groups members.
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Group Norms & The Hawthorne Studies
A series of studies undertaken by Elton Mayo at
Western Electric Companys Hawthorne Works in
Chicago between 1924 and 1932.
Research Conclusions:
Worker behavior and sentiments were closely
related. Group influences (norms) were significant in
affecting individual behavior.
Group standards (norms) were highly effective inestablishing individual worker output.
Money was less a factor in determining workeroutput than were group standards, sentiments, andsecurity.
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Group Properties - Norms (contd)
Conformity
Adjusting ones behavior to alignwith the norms of the group.
Reference Groups
Important groups to whichindividuals belong or hopeto belong and with whosenorms individuals are likelyto conform.
EXHIBIT 94
ASCH
STUDY
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Group Properties - Norms (contd)
Deviant Workplace Behavior
Antisocial actions by organizational membersthat intentionally violate established norms andresult in negative consequences for the
organization, its members, or both.
Group norms can influence thepresence of deviant behavior.
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Typology of Deviant Workplace Behavior
E X H I B I T 95
Category Examples
Production Leaving early
Intentionally working slowly
Wasting resources
Property SabotageLying about hours worked
Stealing from the organization
Political Showing favoritism
Gossiping and spreading rumors
Blaming coworkers
Personal Aggression Sexual harassment
Verbal abuse
Stealing from coworkers
Source: Adapted from S.L. Robinson, and R.J. Bennett. ATypology of Deviant Workplace Behaviors:
A Multidimensional Scaling Study,Academy of Management Journal, April 1995, p. 565.
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Group Properties - Status
Power overPower over
OthersOthers
Ability toAbility to
ContributeContribute
PersonalPersonalCharacteristicsCharacteristics
Group MemberGroup Member
StatusStatus
Status:A socially defined position or rank given to groupsor group members by others.
Norms &Norms &
InteractionInteraction
Status InequityStatus InequityNationalNational
CultureCulture
Other things influencing
or influenced by status
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Group Properties - Size
Group Size
Performance
Other conclusions:
Odd number groups dobetter than even.
Groups of 5 to 7 performbetter overall than largeror smaller groups.
Social LoafingThe tendency for individuals to expend less effort whenworking collectively than when working individually.
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Group Properties - 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.
Cohesiveness
Degree to which group members are attracted toeach other and are motivated to stay in the group.
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Relationship Between Group Cohesiveness,
Performance Norms, and Productivity
E X H I B I T 9-7
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E X H I B I T 98S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews &McMeal, 1991), p. 31. Dilbert reprinted with permission of United Features Syndicate, Inc.
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Group Decision Making
Decision-making
Large groups facilitate the pooling of information aboutcomplex tasks.
Smaller groups are better suited to coordinating and
facilitating the implementation of complex tasks.
Simple, routine standardized tasks reduce therequirement that group processes be effective in orderfor the group to perform well.
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Group Decision Making (contd)
Strengths More complete
information
Increased diversity
of views Higher quality of
decisions (moreaccuracy)
Increasedacceptance ofsolutions
Weaknesses More time
consuming (slower)
Increased pressure
to conform Domination by one
or a few members
Ambiguous
responsibility
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Group Decision Making (contd)
Groupthink
Phenomenon in which the norm for consensusoverrides the realistic appraisal of alternative courseof action.
Groupshift
A change in decision risk between the groupsdecision and the individual decision that member
within the group would make; can be either towardconservatism or greater risk.
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Symptoms OfThe Groupthink Phenomenon
Group members rationalize any resistance to theassumptions they have made.
Members apply direct pressures on those who
express doubts about shared views or who
question the alternative favored by the majority.
Members who have doubts or differing points of
view keep silent about misgivings.
There appears to be an illusion of unanimity.
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Group Decision-Making Techniques
Interacting Groups
Typical groups, in which the members interact witheach other face-to-face.
Nominal Group TechniqueA group decision-making method in which individualmembers meet face-to-face to pool their judgmentsin a systematic but independent fashion.
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Group Decision-Making Techniques
Electronic Meeting
A meeting in which members
interact on computers, allowingfor anonymity of comments andaggregation of votes.
Brainstorming
An idea-generation process that specificallyencourages any and all alternatives, whilewithholding any criticism of those alternatives.
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Evaluating Group Effectiveness
E X H I B I T 99
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 High
High
Moderate Lowgroup cohesiveness
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True or False: The Punctuated EquilibriumTrue or False: The Punctuated Equilibrium
Model suggests that groups have an equilibrium,Model suggests that groups have an equilibrium,
but that equilibrium will be punctuated at the halfbut that equilibrium will be punctuated at the half--
way point. But, after the punctuation, the groupway point. But, after the punctuation, the group
will return to the equilibrium it had prior to thewill return to the equilibrium it had prior to the
punctuation.punctuation.
Chapter Check-Up: Groups
FALSE. The first part is true, but the second
sentence is false. After the punctuation, the groupwill have a new equilibrium of increased
productivity.
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List 2 drawbacks of brainstorming
and 2 plusses of the Nominal Group
Decision MakingTechnique. Compare
your answers with yourneighbor, and
discuss which one you would use for
a group projectin this class and why.
Chapter Check-Up: Groups
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LLorraine is a non-traditional student (shes 51
years old) and is working in a group for a class
project. They keep turning to her for the answers
to questions. Which of the following might the
group have that is driving Lorraines experience?GroupthinkGroupthink
GroupshiftGroupshift
Role ConflictRole Conflict
Role ExpectationsRole Expectations
Chapter Check-Up: Groups
The group may have role expectations of Lorraine---
e.g., because shes older, that she should be the
wise one and know the answers like a parent should.