09. Group Behavior

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FOUNDATIONSOF

GROUP

BEHAVIOR


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2005 Prentice Hall Inc. All rights reserved. 81

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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2005 Prentice Hall Inc All rights reserved 828

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.

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09. Group Behavior