Chap3.Foundations of Group Behavior

8/6/2019 Chap3.Foundations of Group Behavior

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Groups

Definition

Two or more individuals,interacting andinterdependent, who cometogether to achieveparticular objectives.


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Formal and informal groups

(1). Formal groups.. are those defined by

organizational structure with designated workassignments and establishing tasks.For example the six members making up anairline flight crew are a formal group.


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Formal and informal groups

(2). Inf ormal groups. are those neither formally

structured nor organizationally determined. Thesegroups are natural formations in the work

environment that appear in response to the needfor social contact.For exampleThree employees from different

departments who regularly eattheir lunch together is aninformal group.


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C lassifying Groups

Prentice Hall, 2001 4

(1

).(1). Formal groupFormal groupCommand GroupsCommand Groups

Task GroupsTask Groups

Interest GroupsInterest Groups

Friendship GroupsFriendship Groups2).2). Informal groupInformal group


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Four Types of Groups

Comma nd group. determined by the organization

chart. It is composed of individuals who directlyreport to a given manager. An elementary schoolprincipal and her 18 teachers form a commandgroup. or the area sales manager along with hissales force.


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Task group it is also organizationally determined

represent those working together to complete a jobtask, however a task group s boundaries are notlimited to its immediate hierarchical superior. Forinstance the hiring of new employees can be a taskwhich can involve GM, HR manager and a particular

functional manager.


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Inte re st groupare such groups that affiliate to attain a

specific objective of shared interest. for exampleemployees who come together to have theirvacations schedules altered, to support a colleaguewho has been fired or to seek improvement inworking conditions is an interest group.


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Friend ship group members have one or more

common characteristics. for example similar ageor holding similar political views


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WhatMakesPeople

Join

Groups?

StatusSecurity

Power GoalAchievement

Self-Esteem Affiliation


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W hy People Join Groups


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S tages of Group DevelopmentS tages of Group Development

Stage IIStorming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning

Stage IForming


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S tages of Group DevelopmentS tages of Group DevelopmentGroups generally pass through this sequence, the five stage

model of group. Forming, storming, Norming performingand adjourning.

The f irs t st ag e f ormi ngis characterized by a great deal of

uncertainty about the group purpose, structure andleadership. members are uncertain about what type of

behavior is acceptable. This stage is complete whenmembers have begun to think themselves as part of a group.


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2 .The stormi ng s t ag e

is one of the intra group conflict. members accept theexistence of the group, but there is a resistance to the

constraints that the group imposes on individuals.F urthermore there is conflict over who will control thegroup. W hen this stage is complete, there will be arelatively clear hierarchy of leadership within the group.


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3 .The Normi ng s t ag eThe Norming stage completes

when close relationships have been developed and the

group demonstrates cooperation.C ooperation further develops common set of expectations from the group members which definestheir behavior.


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The fourth stage is pe rf ormi ng.The group structure becomes fully functional and group

energy moves from getting to know and understand eachother to performing a task at hand.For permanent work groups performing is the last stage of their development, however for temporary committees,task forces or other similar groups that have a limited taskto perform, there is an

adjourning stage.


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5 . Adj our n ing s t ag e .In this stage the group prepares for

its disbandment, where high task performance is

no longer the group s priority, instead attention isdirected toward wrapping up activities.


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IdentityIdentity

GroupRoles

ExpectationsExpectations

ConflictConflict PerceptionPerception


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Roles

According to S hakespeare all the world is a stage andall the men and women are players. similarly all thegroup members are actors.

Role is defined asto engage in a set of

expected behavior that

are related to occupyinga given positionin a social

unit.


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Role identity

Role Identity the ability to recognize attitudesand behaviors consistent with a role.W hen workers are promoted

to supervisory positions vitalchanges are observed in their

behavior with other workers.


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Role perception and role expectation

R ol e Pe rce p t io nour view of how we re supposed to

act in a given situation is called role perception.


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Role perception and role expectation

R ol e Expe ct a t io nshow others believe

you should act in a

given situation iscalled role expectation.


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Role conflict

Role conflict is that situation when there is muchdifference in role perception and role expectation.

That is, people expect an individual to behave in

one way and the individual perceives to behave inanother way.


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C ohesiveness

The degree to whichmembers of the groupare attracted to eachother and motivated tostay in the groupRelated to the group s

productivity


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Group Decision MakingGroup Decision Making

Advantages AdvantagesMore Diversity of Views

Increased information

Higher-quality decisions

Improved Commitment

Increased acceptance

DisadvantagesDisadvantagesDominant Individuals

Unclear Responsibility

Time and money costs

Conformity pressures


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Group Decision MakingGroup Decision Making


GroupthinkGroupthink Group shiftGroup shift


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Symptoms of Groupthink

Group members when making any decision, ask for theagreement of all group members.S ome individuals in the group, who have a difference of opinion, remain silent. They keep quiet in order to avoid

any conflict among group members.Their silence is considered as yes, although their silence ismeant as NO.In groupthink sometimes minority

becomes victim of majority indecision making.


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Group shiftW hen a manager makes any decision individually, then he is very

careful and avoids all risks, because in case of failure he will be solelyresponsible for his decision.

But when the same manager is the member of some group, then heis making more risky decisions.

The reason is that in case of failure no single individual could bemade responsible in group decision making.

Thus in group decision making the position of a manager shifts fromnormal decisions to more risky decisions, called group shift

Documents

Chap3.Foundations of Group Behavior