Description
Group behaviour (or group behavior) in sociology refers to the situations where people interact in large or small groups. The field of group dynamics deals with small groups that may reach consensus and act in a coordinated way.
organizational behavior
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 now organizationally determined; appears in response to the need for social contact.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Defining and Classifying Groups (cont’d)
Command Group A group composed of the individuals who report directly to a given manager. Task Group
Those working together to complete a job or task.
Interest Group Those working together to attain a specific objective with which each is concerned.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Friendship Group Those brought together because they share one or more common characteristics.
Why People Join Groups
• Security
• Status
• Self-esteem • Affiliation
• Power
• Goal Achievement
E X H I B I T 8–1 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
The Five-Stage Model of Group Development
Forming Stage The first stage in group development, characterized by much uncertainty. Storming Stage The second stage in group development, characterized by intragroup conflict. Norming Stage The third stage in group development, characterized by close relationships and cohesiveness.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
…Group Development (cont’d)
Performing Stage The fourth stage in group development, when the group is fully functional. Adjourning Stage
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Stages of Group Development
E X H I B I T 8–2 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
An Alternative Model: Temporary Groups with Deadlines
PunctuatedEquilibrium Model Temporary groups go through transitions between inertia and activity. Sequence of actions:
1. Setting group direction 2. First phase of inertia 3. Half-way point transition 4. Major changes 5. Second phase of inertia 6. Accelerated activity
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
The Punctuated-Equilibrium Model
E X H I B I T 8–3 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure/Properties - Roles (cont’d)
1.Role(s)
A set of expected behavior patterns attributed to someone occupying a given position in a social unit. Role Identity
Certain attitudes and behaviors consistent with a role.
Role Perception
An individual’s view of how he or she is supposed to act in a given situation.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Roles (cont’d)
Role Expectations How others believe a person should act in a given situation.
Psychological Contract
An unwritten agreement that sets out what management expects from the employee and vice versa. Role Conflict A situation in which an individual is confronted by divergent role expectations.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Norms
2.Norms Acceptable standards of behavior within a group that are shared by the group’s members.
Classes of Norms:
• Performance norms • Appearance norms • Social arrangement norms • Allocation of resources norms
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
The Hawthorne Studies
? A series of studies undertaken by Elton Mayo at Western Electric Company’s 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.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Norms (cont’d)
Conformity
Adjusting one’s behavior to align with the norms of the group. Reference Groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Examples of Cards Used in Asch’s Study
E X H I B I T 8–4 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Norms (cont’d)
Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Typology of Deviant Workplace Behavior
Category Production Examples Leaving early Intentionally working slowly Wasting resources Sabotage Lying about hours worked Stealing from the organization Showing favoritism Gossiping and spreading rumors Blaming coworkers
Property
Political
Personal Aggression
Sexual harassment Verbal abuse Stealing from coworkers
E X H I B I T 8–5
Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study,” Academy ofInc. Management Journal, April 1995, p. 565. Prof Jalpa Thakkar © 2005 Prentice Hall All
rights reserved.
Group Structure - Status
3.Status
A socially defined position or rank given to groups or group members by others.
Group Norms
Status Equity
Group Member Status
Culture
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure – 4.Size
Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually.
Performance
Other conclusions:
• Odd number groups do better than even. • Groups of 7 or 9 perform better overall than larger or smaller groups.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Size
Group Structure - Cohesiveness
5.Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness:
1. 2. 3. 4. 5. 6. 7. Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Relationship Between Group Cohesiveness, Performance Norms, and Productivity
E X H I B I T 8–6 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, 1991), p. 31. Dilbert reprinted with permission Prof Jalpa Thakkar © 2005 Prentice Hall Inc. Allof United Features Syndicate, Inc. rights reserved.
E X H I B I T 8–7
Group Decision making
? Decision-making
– Large groups facilitate the pooling of information about complex tasks. – Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. – Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision Making
? Strengths – More complete information – Increased diversity of views – Higher quality of decisions (more accuracy) – Increased acceptance of solutions ? Weaknesses – More time consuming (slower) – Increased pressure to conform – Domination by one or a few members – Ambiguous responsibility
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision Making (cont’d)
Groupthink
Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. Groupshift A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Symptoms Of The Groupthink Phenomenon
? Group members rationalize any resistance to the assumptions they have made.
? Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority.
? Members who have doubts or differing points of view keep silent about misgivings. ? There appears to be an illusion of unanimity.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision-Making Techniques
Interacting Groups Typical groups, in which the members interact with each other face-to-face. Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision-Making Techniques
Brainstorming An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.
Electronic Meeting
A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Evaluating Group Effectiveness
TYPE OF GROUP Effectiveness Criteria Number and quality of ideas Social pressure Money costs Speed Interacting Low High Low Moderate Brainstorming Moderate Low Low Moderate Nominal High Moderate Low Moderate Electronic High Low High Moderate
Task orientation
Potential for interpersonal conflict Commitment to solution Development of group cohesiveness
Low
High High High
High
Low Not applicable High
High
Moderate Moderate Moderate
High
Low Moderate Low
E X H I B I T 8–8 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
doc_604053024.ppt
Group behaviour (or group behavior) in sociology refers to the situations where people interact in large or small groups. The field of group dynamics deals with small groups that may reach consensus and act in a coordinated way.
organizational behavior
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 now organizationally determined; appears in response to the need for social contact.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Defining and Classifying Groups (cont’d)
Command Group A group composed of the individuals who report directly to a given manager. Task Group
Those working together to complete a job or task.
Interest Group Those working together to attain a specific objective with which each is concerned.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Friendship Group Those brought together because they share one or more common characteristics.
Why People Join Groups
• Security
• Status
• Self-esteem • Affiliation
• Power
• Goal Achievement
E X H I B I T 8–1 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
The Five-Stage Model of Group Development
Forming Stage The first stage in group development, characterized by much uncertainty. Storming Stage The second stage in group development, characterized by intragroup conflict. Norming Stage The third stage in group development, characterized by close relationships and cohesiveness.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
…Group Development (cont’d)
Performing Stage The fourth stage in group development, when the group is fully functional. Adjourning Stage
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Stages of Group Development
E X H I B I T 8–2 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
An Alternative Model: Temporary Groups with Deadlines
PunctuatedEquilibrium Model Temporary groups go through transitions between inertia and activity. Sequence of actions:
1. Setting group direction 2. First phase of inertia 3. Half-way point transition 4. Major changes 5. Second phase of inertia 6. Accelerated activity
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
The Punctuated-Equilibrium Model
E X H I B I T 8–3 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure/Properties - Roles (cont’d)
1.Role(s)
A set of expected behavior patterns attributed to someone occupying a given position in a social unit. Role Identity
Certain attitudes and behaviors consistent with a role.
Role Perception
An individual’s view of how he or she is supposed to act in a given situation.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Roles (cont’d)
Role Expectations How others believe a person should act in a given situation.
Psychological Contract
An unwritten agreement that sets out what management expects from the employee and vice versa. Role Conflict A situation in which an individual is confronted by divergent role expectations.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Norms
2.Norms Acceptable standards of behavior within a group that are shared by the group’s members.
Classes of Norms:
• Performance norms • Appearance norms • Social arrangement norms • Allocation of resources norms
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
The Hawthorne Studies
? A series of studies undertaken by Elton Mayo at Western Electric Company’s 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.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Norms (cont’d)
Conformity
Adjusting one’s behavior to align with the norms of the group. Reference Groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Examples of Cards Used in Asch’s Study
E X H I B I T 8–4 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure - Norms (cont’d)
Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Typology of Deviant Workplace Behavior
Category Production Examples Leaving early Intentionally working slowly Wasting resources Sabotage Lying about hours worked Stealing from the organization Showing favoritism Gossiping and spreading rumors Blaming coworkers
Property
Political
Personal Aggression
Sexual harassment Verbal abuse Stealing from coworkers
E X H I B I T 8–5
Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study,” Academy ofInc. Management Journal, April 1995, p. 565. Prof Jalpa Thakkar © 2005 Prentice Hall All
rights reserved.
Group Structure - Status
3.Status
A socially defined position or rank given to groups or group members by others.
Group Norms
Status Equity
Group Member Status
Culture
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Structure – 4.Size
Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually.
Performance
Other conclusions:
• Odd number groups do better than even. • Groups of 7 or 9 perform better overall than larger or smaller groups.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Size
Group Structure - Cohesiveness
5.Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness:
1. 2. 3. 4. 5. 6. 7. Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Relationship Between Group Cohesiveness, Performance Norms, and Productivity
E X H I B I T 8–6 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, 1991), p. 31. Dilbert reprinted with permission Prof Jalpa Thakkar © 2005 Prentice Hall Inc. Allof United Features Syndicate, Inc. rights reserved.
E X H I B I T 8–7
Group Decision making
? Decision-making
– Large groups facilitate the pooling of information about complex tasks. – Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. – Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision Making
? Strengths – More complete information – Increased diversity of views – Higher quality of decisions (more accuracy) – Increased acceptance of solutions ? Weaknesses – More time consuming (slower) – Increased pressure to conform – Domination by one or a few members – Ambiguous responsibility
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision Making (cont’d)
Groupthink
Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. Groupshift A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Symptoms Of The Groupthink Phenomenon
? Group members rationalize any resistance to the assumptions they have made.
? Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority.
? Members who have doubts or differing points of view keep silent about misgivings. ? There appears to be an illusion of unanimity.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision-Making Techniques
Interacting Groups Typical groups, in which the members interact with each other face-to-face. Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Group Decision-Making Techniques
Brainstorming An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.
Electronic Meeting
A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
Evaluating Group Effectiveness
TYPE OF GROUP Effectiveness Criteria Number and quality of ideas Social pressure Money costs Speed Interacting Low High Low Moderate Brainstorming Moderate Low Low Moderate Nominal High Moderate Low Moderate Electronic High Low High Moderate
Task orientation
Potential for interpersonal conflict Commitment to solution Development of group cohesiveness
Low
High High High
High
Low Not applicable High
High
Moderate Moderate Moderate
High
Low Moderate Low
E X H I B I T 8–8 Prof Jalpa Thakkar © 2005 Prentice Hall Inc. All rights reserved.
doc_604053024.ppt