09. group behavior
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FOUNDATIONSOF
GROUP
BEHAVIOR
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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 theorganizationsstructure.
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 a
given 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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CHARACTERISTICS OF SOCIAL IDENTITY
Similarity: People who have same values orcharacteristics as other members in the
organization have higher levels of group
identification.
Distinctiveness: People are more likely to notice
identities that show how they are different fromother groups.
Status: People have high self esteem are most
interested in linking themselves to high status
groups. Uncertainty reduction: Membership in a group also
help some people understand who they are and
how they fit into the world.
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Why People Join Groups
Security
Status
Self-esteem
Affiliation
Power
Goal Achievement
E X H I B I T 81
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The Five-Stage Model of Group Development
Forming StageThe first stage in group development, characterizedby much uncertainty.
Storming Stage
The 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 by
concern with wrapping upactivities rather thanperformance.
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Stages of Group Development
E X H I B I T 82
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An Alternative Model: Temporary Groups with
Deadlines
First meeting sets the groups direction.Group activity is one of inertiaA transition takes place at the end of this first
phase, which occurs exactly when the group hasused up half its allotted time.A transition initiates major changes.A second phase of inertia follows the transition( in which the group executes the plans created during transition period. )Last meeting is characterized by markedly acceleratedactivity.
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The Punctuated-Equilibrium Model
E X H I B I T 83
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Group Structure - Roles (contd)
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 Structure - Roles (contd)
Role ExpectationsHow others believe a personshould act in a given situation.
Role Conflict
A situation in which an individual is confronted bydivergent role expectations.
Psychological ContractAn unwritten agreement that setsout what management expects fromthe employee and vice versa.
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Group Structure - Norms
Classes of Norms:
Performance norms
Appearance norms
Social arrangement norms
Allocation of resourcesnorms
NormsAcceptable standards of behavior within a groupthat are shared by the groups members.
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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 in
establishing individual worker output. Money was less a factor in determining worker output
than were group standards, sentiments, and security.
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Group Structure - 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 whose
norms individuals are likelyto conform.
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Examples of Cards Used in Aschs Study
E X H I B I T 84
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Group Structure - Norms (contd)
Deviant Workplace BehaviorAntisocial actions by organizational membersthat intentionally violate established norms andresult in negative consequences for the
organization, its members, or both.
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Typology of Deviant Workplace Behavior
E X H I B I T 85
Category Examples
Production/ Performance Leaving early
Intentionally working slowly
Wasting resources
Property/Material SabotageLying about hours worked
Stealing from the organization
Political / Interpersonal 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. A Typology of Deviant Workplace Behaviors:
A Multidimensional Scaling Study,Academy of Management Journal, April 1995, p. 565.
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WHAT DETERMINES STATUS?
The power a person wields over others.
A persons ability to contribute to a groups goal.
An individuals personal characteristics.
STATUS AND NORMS
STATUS AND GROUP INTERACTION
STATUS INQUITY
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Group Structure - Status
Group Norms
Status Equity
Culture
Group Member
Status
Status
A socially defined position or rank given to groups orgroup members by others.
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Group Structure - Size
Group Size
Performance
Social Loafing
The tendency for individuals to expend less effort whenworking collectively than when working individually.
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WAYS TO PREVENT SOCIAL LOAFING
Set Group goals
Increase competition
Peer evaluation
Select member with high motivation
Group reward in part
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Group Structure - Composition
Group DemographyThe degree to which members of a group share acommon demographic attribute, such as age, sex,race, educational level, or length of service in the
organization, and the impact of this attribute onturnover.
Cohorts
Individuals who, as part ofa group, hold a commonattribute.
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Group Structure - 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 86
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Group Decision Making
Strengths
More completeinformation
Increased diversityof views
Higher quality ofdecisions (moreaccuracy)
Increasedacceptance ofsolutions
Weaknesses
More timeconsuming (slower)
Increased pressureto conform
Domination by oneor a few members
Ambiguousresponsibility
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Group Decision Making (contd)
GroupthinkPhenomenon 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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Group Decision-Making Techniques
Interacting Groups
Typical groups, in which the members interact witheach other face-to-face.
Nominal Group Technique
A 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 membersinteract on computers, allowingfor anonymity of comments andaggregation of votes.
BrainstormingAn idea-generation process that specificallyencourages any and all alternatives, whilewithholding any criticism of those alternatives.