Ch9and10orgbehaviournidiwjdijqidniwnf.pptx

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1. Foundations of Group Behavior Chapter NINE

2. Defining and Classifying Groups Group(s) 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; appears in response to the need for social contact

3. Why Do People Join Groups? 8- 2 Security Status Self-esteem Affiliation Power Goal achievement

4. The Five-Stage Model of Group Development 1) Forming Stage The first stage in group development, characterized by much uncertainty 2) Storming Stage The second stage in group development, characterized by intragroup conflict 3) Norming Stage The third stage in group development, characterized by close relationships and cohesiveness

5. …Group Development (cont’d) 4) Performing Stage The fourth stage in group development, when the group is fully functional 5) Adjourning Stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance

6. Key Points & Critique of Five-Stage Model 8- 5 Group Effectiveness: Generally groups are more effective as they progress Reasons for this are complex Group Conflict: Some groups need conflict, most productive in Stage II Blurred Stages: Stages not always sequential Multiple stages may be taken simultaneously May regress a stage

7. The Punctuated-Equilibrium Model

8. Group Property 1: Roles 8- 7 The set of expected behavior patterns that are attributed to occupying a given position in a social unit Role Identity – role’s associated attitudes and behaviors Role Perception – our view of how we’re supposed to act in a given situation Role Expectations – how others believe you should act in a given situation Role Conflict – conflict experienced when multiple roles are incompatible

9. Group Property 2: Norms 8- 8 Acceptable standards of behavior within a group that are shared by the group’s members Powerful means of influencing behavior Performance Norms

10. 8- 9 Norms and Conformity Reference Groups: Groups in which a person is aware of other members, defines self as a member, believes group members to be significant Individuals try to conform to norms of these groups

11. Norms and Behavior 8- 10 Lessons from the Hawthorne Studies Productivity increased because groups were paid attention by the observers – not because of changes in environment Workers in groups do not maximize individual economic rewards Group standards are set and enforced by the group itself

12. Deviant Workplace Behavior 8- 11 Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members Is likely to flourish when: Supported by group norms

13. Group Property 3: Status 8- 12 A socially defined position or rank given to groups or group members by others Determined by: The power a person holds over others A person’s ability to contribute to a group’s goals An individual’s personal characteristics

14. Impact of Status 8- 13 High-status members: Often have more freedom to deviate from norms Are better able to resist conformity pressures Interaction among members of groups is influenced by status High status people are more assertive Low status members may not participate Group creativity may suffer

15. Group Property 4: Size 8- 14 Smaller groups are faster at completing tasks – members perform better Large groups are consistently better at problem solving Social Loafing - tendency to expend less effort working in a group than as an individual

16. Group Properties — Size Odd number groups do better than even. Groups of 5 to 7 perform better overall than larger or smaller groups. Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually

17. Group Property 5: Cohesiveness 8- 16 The degree to which members of the group are attracted to each other and motivated to stay in the group Performance-related norms are the moderating variable for productivity and cohesiveness High cohesiveness with high norms gives higher productivity

18. Encouraging Cohesiveness 8- 17 Make the group smaller Encourage agreement with group goals Increase the time spent together Increase the status and perceived difficulty of group membership Stimulate competition with other groups Give rewards to the group rather than to individual members

19. Relationship Between Group Cohesiveness, Performance Norms, and Productivity

20. Understanding Work Teams Chapter TEN

21. Why Have Teams Become So Popular? Teams typically outperform individuals. Teams use employee talents better. Teams are more flexible and responsive to changes in the environment. Teams facilitate employee involvement. Teams are an effective way to democratize an organization and increase motivation.

22. Team Versus Group: What’s the Difference? Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs

23. Comparing Work Groups and Work Teams

24. Types of Teams Problem-solving Teams Groups of 5 to 12 employees from the same department who meet to improve quality, efficiency, and the work environment Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors (i.e., select employees, control operations, working with suppliers, etc.)

25. Types of Teams (cont’d) Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas (production, accounting, marketing, etc.), who come together to accomplish a task

26. Types of Teams (cont’d) Characteristics of Virtual Teams The absence of nonverbal cues A limited social context The ability to overcome time and space constraints Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

27. A Team-Effectiveness Model