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Chapter8FoundationsofGroupBehaviorChapter8FoundationsofGroup1Afterstudyingthischapter,
youshouldbeableto:Differentiatebetweenformalandinformalgroups.Comparetwomodelsofgroupdevelopment.Explainhowrolerequirementschangeindifferentsituations.Describehownormsexertinfluenceonanindividual’sbehavior.ExplainwhatdeterminesstatusDefinesocialloafinganditseffectongroupperformance.LEARNINGOBJECTIVES2?2005PrenticeHallInc.Allrightsreserved.Afterstudyingthischapter,
yAfterstudyingthischapter,
youshouldbeableto:Identifythebenefitsanddisadvantagesofcohesivegroups.Listthestrengthsandweaknessesofgroupdecisionmaking.Contrasttheeffectivenessofinteracting,brainstorming,nominalandelectronicmeetinggroups.Groupthink,Groupshift.LEARNINGOBJECTIVES(cont’d)3?2005PrenticeHallInc.Allrightsreserved.Afterstudyingthischapter,
yDefiningandClassifyingGroupsGroup(s)Twoormoreindividualsinteractingandinterdependent,whohavecometogethertoachieveparticularobjectives.FormalGroupAdesignatedworkgroupdefinedbytheorganization’sstructure.InformalGroupAgroupthatisneitherformallystructurednoworganizationallydetermined;appearsinresponsetotheneedforsocialcontact.4?2005PrenticeHallInc.Allrightsreserved.DefiningandClassifyingGroupDefiningandClassifyingGroups(cont’d)CommandGroupAgroupcomposedoftheindividualswhoreportdirectlytoagivenmanager.TaskGroupThoseworkingtogethertocompleteajobortask.InterestGroupThoseworkingtogethertoattainaspecificobjectivewithwhicheachisconcerned.FriendshipGroupThosebroughttogetherbecausetheyshareoneormorecommoncharacteristics.5?2005PrenticeHallInc.Allrightsreserved.DefiningandClassifyingGroupWhyPeopleJoinGroupsSecurityStatusSelf-esteemAffiliationPowerGoalAchievementEXHIBIT8–16?2005PrenticeHallInc.Allrightsreserved.WhyPeopleJoinGroupsSecurityTheFive-StageModelofGroupDevelopmentFormingStage
Thefirststageingroupdevelopment,characterizedbymuchuncertainty.StormingStage
Thesecondstageingroupdevelopment,characterizedbyintragroupconflict.NormingStage
Thethirdstageingroupdevelopment,characterizedbycloserelationshipsandcohesiveness.7?2005PrenticeHallInc.Allrightsreserved.TheFive-StageModelofGroup…GroupDevelopment(cont’d)PerformingStageThefourthstageingroupdevelopment,whenthegroupisfullyfunctional.AdjourningStageThefinalstageingroupdevelopmentfortemporarygroups,characterizedbyconcernwithwrappingupactivitiesratherthanperformance.8?2005PrenticeHallInc.Allrightsreserved.…GroupDevelopment(cont’d)PerStagesofGroupDevelopmentEXHIBIT8–29?2005PrenticeHallInc.Allrightsreserved.StagesofGroupDevelopmentEXGroupStructure-Roles(cont’d)Role(s)Asetofexpectedbehaviorpatternsattributedtosomeoneoccupyingagivenpositioninasocialunit.RoleIdentityCertainattitudesandbehaviorsconsistentwitharole.RolePerceptionAnindividual’sviewofhowheorsheissupposedtoactinagivensituation.10?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Roles(cont’GroupStructure-Roles(cont’d)RoleExpectationsHowothersbelieveapersonshouldactinagivensituation.RoleConflictAsituationinwhichanindividualisconfrontedbydivergentroleexpectations.PsychologicalContractAnunwrittenagreementthatsetsoutwhatmanagementexpectsfromtheemployeeandviceversa.11?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Roles(cont’GroupStructure-NormsClassesofNorms:PerformancenormsAppearancenormsSocialarrangementnormsAllocationofresourcesnormsNormsAcceptablestandardsofbehaviorwithinagroupthataresharedbythegroup’smembers.12?2005PrenticeHallInc.Allrightsreserved.GroupStructure-NormsClassesTheHawthorneStudiesAseriesofstudiesundertakenbyEltonMayoatWesternElectricCompany’sHawthorneWorksinChicagobetween1924and1932.ResearchConclusions:Workerbehaviorandsentimentswerecloselyrelated.Groupinfluences(norms)weresignificantinaffectingindividualbehavior.Groupstandards(norms)werehighlyeffectiveinestablishingindividualworkeroutput.Moneywaslessafactorindeterminingworkeroutputthanweregroupstandards,sentiments,andsecurity.13?2005PrenticeHallInc.Allrightsreserved.TheHawthorneStudiesAseriesGroupStructure-Norms(cont’d)ConformityAdjustingone’sbehaviortoalignwiththenormsofthegroup.ReferenceGroupsImportantgroupstowhichindividualsbelongorhopetobelongandwithwhosenormsindividualsarelikelytoconform.14?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Norms(cont’GroupStructure-Norms(cont’d)DeviantWorkplaceBehaviorAntisocialactionsbyorganizationalmembersthatintentionallyviolateestablishednormsandresultinnegativeconsequencesfortheorganization,itsmembers,orboth.15?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Norms(cont’TypologyofDeviantWorkplaceBehaviorEXHIBIT8–5Category
Examples
Production Leavingearly
Intentionallyworkingslowly
WastingresourcesProperty Sabotage
Lyingabouthoursworked
Stealingfromtheorganization Political Showingfavoritism
Gossipingandspreadingrumors
Blamingcoworkers PersonalAggression Sexualharassment
Verbalabuse
StealingfromcoworkersSource:AdaptedfromS.L.Robinson,andR.J.Bennett.“ATypologyofDeviantWorkplaceBehaviors:AMultidimensionalScalingStudy,”AcademyofManagementJournal,April1995,p.565.16?2005PrenticeHallInc.Allrightsreserved.TypologyofDeviantWorkplaceGroupStructure-StatusGroupNormsStatusEquityCultureGroupMember
StatusStatusAsociallydefinedpositionorrankgiventogroupsorgroupmembersbyothers.17?2005PrenticeHallInc.Allrightsreserved.GroupStructure-StatusGroupGroupStructure-SizeGroupSizePerformanceExpectedActual(duetoloafing)Otherconclusions:Oddnumbergroupsdobetterthaneven.Groupsof7or9performbetteroverallthanlargerorsmallergroups.SocialLoafing
Thetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhenworkingindividually.18?2005PrenticeHallInc.Allrightsreserved.GroupStructure-SizeGroupSiGroupStructure-CompositionGroupDemographyThedegreetowhichmembersofagroupshareacommondemographicattribute,suchasage,sex,race,educationallevel,orlengthofserviceintheorganization,andtheimpactofthisattributeonturnover.CohortsIndividualswho,aspartofagroup,holdacommonattribute.19?2005PrenticeHallInc.Allrightsreserved.GroupStructure-CompositionGGroupStructure-CohesivenessIncreasinggroupcohesiveness:Makethegroupsmaller.Encourageagreementwithgroupgoals.Increasetimemembersspendtogether.Increasegroupstatusandadmissiondifficultly.Stimulatecompetitionwithothergroups.Giverewardstothegroup,notindividuals.Physicallyisolatethegroup.CohesivenessDegreetowhichgroupmembersareattractedtoeachotherandaremotivatedtostayinthegroup.20?2005PrenticeHallInc.Allrightsreserved.GroupStructure-CohesivenessRelationshipBetweenGroupCohesiveness,PerformanceNorms,andProductivityEXHIBIT8–621?2005PrenticeHallInc.Allrightsreserved.RelationshipBetweenGroupCohGroupTasksDecision-makingLargegroupsfacilitatethepoolingofinformationaboutcomplextasks.Smallergroupsarebettersuitedtocoordinatingandfacilitatingtheimplementationofcomplextasks.Simple,routinestandardizedtasksreducetherequirementthatgroupprocessesbeeffectiveinorderforthegrouptoperformwell.22?2005PrenticeHallInc.Allrightsreserved.GroupTasksDecision-making22?GroupDecisionMakingStrengthsMorecompleteinformationIncreaseddiversityofviewsHigherqualityofdecisions(moreaccuracy)IncreasedacceptanceofsolutionsWeaknessesMoretimeconsuming(slower)IncreasedpressuretoconformDominationbyoneorafewmembersAmbiguousresponsibility23?2005PrenticeHallInc.Allrightsreserved.GroupDecisionMakingStrengthsGroupDecisionMaking(cont’d)GroupthinkPhenomenoninwhichthenormforconsensusoverridestherealisticappraisalofalternativecourseofaction.GroupshiftAchangeindecisionriskbetweenthegroup’sdecisionandtheindividualdecisionthatmemberwithinthegroupwouldmake;canbeeithertowardconservatismorgreaterrisk.24?2005PrenticeHallInc.Allrightsreserved.GroupDecisionMaking(cont’d)SymptomsOfTheGroupthinkPhenomenonGroupmembersrationalizeanyresistancetotheassumptionstheyhavemade.Membersapplydirectpressuresonthosewhoexpressdoubtsaboutsharedviewsorwhoquestionthealternativefavoredbythemajority.Memberswhohavedoubtsordifferingpointsofviewkeepsilentaboutmisgivings.Thereappearstobeanillusionofunanimity.25?2005PrenticeHallInc.Allrightsreserved.SymptomsOfTheGroupthinkPheGroupDecision-MakingTechniquesInteractingGroupsTypicalgroups,inwhichthemembersinteractwitheachotherface-to-face.NominalGroupTechniqueAgroupdecision-makingmethodinwhichindividualmembersmeetface-to-facetopooltheirjudgmentsinasystematicbutindependentfashion.26?2005PrenticeHallInc.Allrightsreserved.GroupDecision-MakingTechniquGroupDecision-MakingTechniquesElectronicMeetingAmeetinginwhichmembersinteractoncomputers,allowingforanonymityofcommentsandaggregationofvotes.BrainstormingAnidea-generationprocessthatspecificallyencouragesanyandallalternatives,whilewithholdinganycriticismofthosealternatives.27?2005PrenticeHallInc.Allrightsreserved.GroupDecision-MakingTechniquChapter8FoundationsofGroupBehaviorChapter8FoundationsofGroup28Afterstudyingthischapter,
youshouldbeableto:Differentiatebetweenformalandinformalgroups.Comparetwomodelsofgroupdevelopment.Explainhowrolerequirementschangeindifferentsituations.Describehownormsexertinfluenceonanindividual’sbehavior.ExplainwhatdeterminesstatusDefinesocialloafinganditseffectongroupperformance.LEARNINGOBJECTIVES29?2005PrenticeHallInc.Allrightsreserved.Afterstudyingthischapter,
yAfterstudyingthischapter,
youshouldbeableto:Identifythebenefitsanddisadvantagesofcohesivegroups.Listthestrengthsandweaknessesofgroupdecisionmaking.Contrasttheeffectivenessofinteracting,brainstorming,nominalandelectronicmeetinggroups.Groupthink,Groupshift.LEARNINGOBJECTIVES(cont’d)30?2005PrenticeHallInc.Allrightsreserved.Afterstudyingthischapter,
yDefiningandClassifyingGroupsGroup(s)Twoormoreindividualsinteractingandinterdependent,whohavecometogethertoachieveparticularobjectives.FormalGroupAdesignatedworkgroupdefinedbytheorganization’sstructure.InformalGroupAgroupthatisneitherformallystructurednoworganizationallydetermined;appearsinresponsetotheneedforsocialcontact.31?2005PrenticeHallInc.Allrightsreserved.DefiningandClassifyingGroupDefiningandClassifyingGroups(cont’d)CommandGroupAgroupcomposedoftheindividualswhoreportdirectlytoagivenmanager.TaskGroupThoseworkingtogethertocompleteajobortask.InterestGroupThoseworkingtogethertoattainaspecificobjectivewithwhicheachisconcerned.FriendshipGroupThosebroughttogetherbecausetheyshareoneormorecommoncharacteristics.32?2005PrenticeHallInc.Allrightsreserved.DefiningandClassifyingGroupWhyPeopleJoinGroupsSecurityStatusSelf-esteemAffiliationPowerGoalAchievementEXHIBIT8–133?2005PrenticeHallInc.Allrightsreserved.WhyPeopleJoinGroupsSecurityTheFive-StageModelofGroupDevelopmentFormingStage
Thefirststageingroupdevelopment,characterizedbymuchuncertainty.StormingStage
Thesecondstageingroupdevelopment,characterizedbyintragroupconflict.NormingStage
Thethirdstageingroupdevelopment,characterizedbycloserelationshipsandcohesiveness.34?2005PrenticeHallInc.Allrightsreserved.TheFive-StageModelofGroup…GroupDevelopment(cont’d)PerformingStageThefourthstageingroupdevelopment,whenthegroupisfullyfunctional.AdjourningStageThefinalstageingroupdevelopmentfortemporarygroups,characterizedbyconcernwithwrappingupactivitiesratherthanperformance.35?2005PrenticeHallInc.Allrightsreserved.…GroupDevelopment(cont’d)PerStagesofGroupDevelopmentEXHIBIT8–236?2005PrenticeHallInc.Allrightsreserved.StagesofGroupDevelopmentEXGroupStructure-Roles(cont’d)Role(s)Asetofexpectedbehaviorpatternsattributedtosomeoneoccupyingagivenpositioninasocialunit.RoleIdentityCertainattitudesandbehaviorsconsistentwitharole.RolePerceptionAnindividual’sviewofhowheorsheissupposedtoactinagivensituation.37?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Roles(cont’GroupStructure-Roles(cont’d)RoleExpectationsHowothersbelieveapersonshouldactinagivensituation.RoleConflictAsituationinwhichanindividualisconfrontedbydivergentroleexpectations.PsychologicalContractAnunwrittenagreementthatsetsoutwhatmanagementexpectsfromtheemployeeandviceversa.38?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Roles(cont’GroupStructure-NormsClassesofNorms:PerformancenormsAppearancenormsSocialarrangementnormsAllocationofresourcesnormsNormsAcceptablestandardsofbehaviorwithinagroupthataresharedbythegroup’smembers.39?2005PrenticeHallInc.Allrightsreserved.GroupStructure-NormsClassesTheHawthorneStudiesAseriesofstudiesundertakenbyEltonMayoatWesternElectricCompany’sHawthorneWorksinChicagobetween1924and1932.ResearchConclusions:Workerbehaviorandsentimentswerecloselyrelated.Groupinfluences(norms)weresignificantinaffectingindividualbehavior.Groupstandards(norms)werehighlyeffectiveinestablishingindividualworkeroutput.Moneywaslessafactorindeterminingworkeroutputthanweregroupstandards,sentiments,andsecurity.40?2005PrenticeHallInc.Allrightsreserved.TheHawthorneStudiesAseriesGroupStructure-Norms(cont’d)ConformityAdjustingone’sbehaviortoalignwiththenormsofthegroup.ReferenceGroupsImportantgroupstowhichindividualsbelongorhopetobelongandwithwhosenormsindividualsarelikelytoconform.41?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Norms(cont’GroupStructure-Norms(cont’d)DeviantWorkplaceBehaviorAntisocialactionsbyorganizationalmembersthatintentionallyviolateestablishednormsandresultinnegativeconsequencesfortheorganization,itsmembers,orboth.42?2005PrenticeHallInc.Allrightsreserved.GroupStructure-Norms(cont’TypologyofDeviantWorkplaceBehaviorEXHIBIT8–5Category
Examples
Production Leavingearly
Intentionallyworkingslowly
WastingresourcesProperty Sabotage
Lyingabouthoursworked
Stealingfromtheorganization Political Showingfavoritism
Gossipingandspreadingrumors
Blamingcoworkers PersonalAggression Sexualharassment
Verbalabuse
StealingfromcoworkersSource:AdaptedfromS.L.Robinson,andR.J.Bennett.“ATypologyofDeviantWorkplaceBehaviors:AMultidimensionalScalingStudy,”AcademyofManagementJournal,April1995,p.565.43?2005PrenticeHallInc.Allrightsreserved.TypologyofDeviantWorkplaceGroupStructure-StatusGroupNormsStatusEquityCultureGroupMember
StatusStatusAsociallydefinedpositionorrankgiventogroupsorgroupmembersbyothers.44?2005PrenticeHallInc.Allrightsreserved.GroupStructure-StatusGroupGroupStructure-SizeGroupSizePerformanceExpectedActual(duetoloafing)Otherconclusions:Oddnumbergroupsdobetterthaneven.Groupsof7or9performbetteroverallthanlargerorsmallergroups.SocialLoafing
Thetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhenworkingindividually.45?2005PrenticeHallInc.Allrightsreserved.GroupStructure-SizeGroupSiGroupStructure-CompositionGroupDemographyThedegreetowhichmembersofagroupshareacommondemographicattribute,suchasage,sex,race,educationallevel,orlengthofserviceintheorganization,andtheimpactofthisattributeonturnover.CohortsIndividualswho,aspartofagroup,holdacommonattribute.46?2005PrenticeHallInc.Allrightsreserved.GroupStructure-CompositionGGroupStructure-CohesivenessIncreasinggroupcohesiveness:Makethegroupsmaller.Encourageagreementwithgroupgoals.Increasetimemembersspendtogether.Increasegroupstatusandadmissiondifficultly.Stimulatecompetitionwithothergroups.Giverewardstothegroup,notindividuals.Physicallyisolatethegroup.CohesivenessDegreetowhichgroupmembersareattractedtoeachotherandaremotivatedtostayinthegroup.47?2005PrenticeHallInc.Allrightsreserved.GroupStructure-CohesivenessRelationshipBetweenGroupCohesiveness,PerformanceNorms,andProductivityEXHIBIT8–648?2005PrenticeHallInc.Allrightsreserved.RelationshipBetweenGroupCohGroupTasksDecision-makingLargegroupsfacilitatethepoolingofinformationaboutcomplextasks.Smallergroupsarebettersuitedtocoordinatingandfacilitatingtheimplementationofcomplextasks.Simple,routinestandardizedtasksreducetherequirementthatgroupprocessesbeeffectiveinorderforthegrouptoperformwell.49?2005PrenticeHallInc.Allrightsreserved.GroupTasksDecision-makin
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