View
218
Download
0
Category
Preview:
Citation preview
8/8/2019 Group+Processes
1/30
roup Processes
8/8/2019 Group+Processes
2/30
ObjectivesObjectivesvDefine group and different types
of groups
vFive stages of groupdevelopment
vGroup properties
vGroup decision makingvLearn the Problem-Solving
Approach
v
8/8/2019 Group+Processes
3/30
What is a Group?
collection of people who interactwith one another, accept rights andobligations as members and who
share a common identity.
two or more people (Vaughan &
Hogg)
at least three and no more thantwelve or fifteen (Borchers)
8/8/2019 Group+Processes
4/30
Criteria for a Group
social structure direct or indirect interaction
2 or more persons
common goals interdependence
8/8/2019 Group+Processes
5/30
Types of Groups
:Formal groups
Command groups
Task groups
:Informal groups
Friendship groups
Interest groups
8/8/2019 Group+Processes
6/30
Reference & Membership Groups
In groups and out groups
Primary and Secondary Groups
8/8/2019 Group+Processes
7/30
Why Join a Group?
Status: the need to establishidentity with others.
Control: the need to exercise
leadership and prove one's abilities. Affection: the need to develop
relationships with people.
Power: the power to achievethrough a group.
Security: people feel stronger andare more resistant to threats.
8/8/2019 Group+Processes
8/30
Group Development
Tuckman's Theory (1965)
Forming Storming
Norming
Performing Adjourning
8/8/2019 Group+Processes
9/30
Roles of Group
Members Initiator: Generates new ideas. Information-seeker: Asks for
information about the task.
Opinion-giver: States his or herbeliefs about a group issue.
Coordinator: Shows the
relationships between ideas. Orientator: Shifts the direction of
the group's discussion.
8/8/2019 Group+Processes
10/30
Group Properties
R o le s N orm s
Status S izeC o h e sive n e ss
8/8/2019 Group+Processes
11/30
1. Roles
The actions and activities assigned toor required or expected of a personor group.
Attributes:
Identity
Perception
Expectations
Conflict
8/8/2019 Group+Processes
12/30
2. Norms
Acceptable standards of behavior withina group that are shared by the groupsmembers
Types of Norms:
Performance
Appearance Social arrangement
Resource allocation
8/8/2019 Group+Processes
13/30
Group Norms and theHawthorne 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 affectingindividual behavior.
Group standards (norms) were highly effective inestablishing individual worker output.
Money was less a factor in determining worker output thanwere group standards, sentiments and security.
8/8/2019 Group+Processes
14/30
Defying Norms: DeviantWorkplace Behavior
Deviant Workplace Behavior
Also called antisocial behaviororworkplace incivility
Voluntary behavior that violatessignificant organizational normsand, in doing so, threatens the well-being of the organization
Deviant work behavior is likely toflourish where it is supported bygroup norms.
8/8/2019 Group+Processes
15/30
Typology of Deviant workplacebehavior
Production Leaving Early Intentionally working slowly Wasting Resources
Property damage and stealing Lying about hours worked
Political favoritism Gossip and Rumors Blaming co-workers
Personal Aggression sexual harassment
Verbal Abuse
8/8/2019 Group+Processes
16/30
3. Status
A socially defined position or rankgiven to groups or group members byothers it differentiates group
members.
What determines status:
The power a person wields over others
A persons ability to contribute to a groupsgoals
An individuals personal characteristics.
8/8/2019 Group+Processes
17/30
Status effects
On Norms and Conformity High-status members are less restrained by
norms and pressure to conform Some level of deviance is allowed to high-
status members so long as it doesntaffect group goal achievement
On Group Interaction High-status members are more assertive Large status differences limit diversity of
ideas and creativity On Equity
If status is perceived to be inequitable, itwill result in various forms of correctivebehavior.
8/8/2019 Group+Processes
18/30
4. Size
Group size affects behavior
Size:
Twelve or more members is a largegroup
Seven or fewer is a small group
Attribute Small Large
Speed XIndividualperformance
X
Problem solving X
Diverse input X
Overallperformance
X
8/8/2019 Group+Processes
19/30
5: Cohesiveness
Degree to which group members areattracted to each other and aremotivated to stay in the group.
Positive outcomes of cohesiveness More participation
More conformity
More Communication
More personal satisfaction
High productivity
8/8/2019 Group+Processes
20/30
ighProductivity oderateProductivity
oderate to LowProductivityLowProductivity
CohesivenessHigh Low
-ohesiveness Productivity Relationshipohesiveness Productivity Relationship
High
Low
8/8/2019 Group+Processes
21/30
Pros and Cons of a GroupWork
Are two heads better than one?
ORAre there too many cooks in the
kitchen?
8/8/2019 Group+Processes
22/30
Group Decision Making
Strengths
More complete information andknowledge.
Increased diversity of views.
Weaknesses Conformity pressures in group. Dominance. Ambiguous responsibility.
Efficiency Accuracy. Creativity.
8/8/2019 Group+Processes
23/30
Phenomenon of Group DecisionMaking
. :Groupthink It occurs when groupmembers want so much consensus thatdeviant, minority, or unpopular views arenot allowed full expression.Symptoms:
Members apply direct pressuresonthose who express doubts aboutshared views or who questionthealternative favored by the majority.
Members who have doubts ordiffering points of view keep silentabout misgivings.
There appears to be an illusion of
8/8/2019 Group+Processes
24/30
2 . Groupshift:
considered as a special case ofGROUPTHINK.
group members tend to exaggerate.toward the extreme positions
,in general group decisions are more .risky than an individual s decision
8/8/2019 Group+Processes
25/30
8/8/2019 Group+Processes
26/30
Brainstorming
To generate creative and uniquesolutions.
Members feel a sense of ownership
and commitment toimplementation.
May generate ideas but not in a veryefficient manner.
Time consuming process.
May block the thought process.
8/8/2019 Group+Processes
27/30
ominal Group Technique1.
2. Members meet as a group and the leader defines
and explains the problem.
3. Before discussion takes place, each member
independently writes down ideas on theproblem.
4. No discussion takes place until all ideas have been
recorded.
5. After the silent period, each member presents one
idea to the group.
6. Ideas are discussed, clarified and evaluated by
members.
8/8/2019 Group+Processes
28/30
:Interacting Group Members meet face to face.
Verbal and non-verbal conversation. Conformity of opinion
:Electronic meeting Many people sit around a table with
computer terminals.
Honest ideas are displayed on screen
anonymously. Decreased group effectiveness andmore time consuming.
8/8/2019 Group+Processes
29/30
8/8/2019 Group+Processes
30/30
Thank you!!!!
Recommended