adeyl khan, faculty, bba, nsu. say something stupid! scheduling creativity! buy in!

Adeyl Khan, Faculty, BBA, NSU

IOA-C8 July 28-29-30


Ch 9Foundations of Group Behavior

Say something stupid!Scheduling Creativity!

Buy in!


Defining and Classifying GroupsGroup(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.•Airline Crew

Informal Group

•A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact.•Lunch Group


Command Group• A group

composed of the individuals who report directly to a given manager.• Principal and

her teachers

Interest Group• Those working

together to attain a specific objective with which each is concerned.• Employee

vacation schedule

Task Group• Those working

together to complete a job or task.• Campus crime-

Dean of academic, students, security

Friendship Group• Those brought

together because they share one or more common characteristics.• Similar age,

ethnic heritage

Defining and Classifying Groups (cont’d)


Why People Join GroupsSecurityStatusSelf-esteemAffiliationPowerGoal Achievement


Group Development:The Five-Stage ModelForming Stage

The first stage in group development Uncertainty- purpose, structure, leadership

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.


Group Development:The Five-Stage Model …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.


Stages of Group Development

Adeyl Khan, Faculty, BBA, NSU9

Forming Storming Norming PerformingTeam Leader'sStyle

More directive approach, outlining how the process will develop and laying down a clear structure.

Leader needs to be supportive, actively listening to team members, and managing the conflict, generating ideas, and explaining decisions.

Leader acts as a team member, as leadership is strarting to be shared. Leader helps to develop consensus.

Leader takes overview, but within the day to day running, the group is sharing leadership between members.

Reaction to Leadership

Team members take a tentative, wait and see approach. Leader will be allowed to lead, but that doesn't guarantee support.

Leader is under pressure from more vociferous team members.

General support for the leadership within the team. Mutual respect underpins this.

Personal relationships have developed which underpin the leadership relationship.

Team Process

Process is driven by the leader. Some people are reluctant to contribute openly.

Process likely to break down until conflict is resolved.

The core process should operate smoothly, although there is a danger of focusing on smaller process issues rather than core team work.

Process functions well, and is adjusted as necessary. Leadership is shared and tasks delegated.

Trust within the team

Individuals are not clear about their contribution. "Getting to know you" phase. Trust may start to be built.

Trust is focused into smaller groups as sub-groups and alliances form.

As roles are accepted and clarified, trust and relationships start to develop to a greater degree.

Team starts to operate on higher levels of trust as loyalty and relationships develop.

How Decisionsare made

Nominated leader is expected to make decisions. Some more vocal members may dominate.

Decisions are hard to make. Members are unwilling to give way. Compromise is a frequent outcome.

Group is able to come to common decisions. Win-win is more likely than compromise.

Decision making is easier - some decisions are delegated to sub-groups or individuals.


Temporary Groups with DeadlinesStep 1- Setting group direction

First Meeting, Directions Doesn’t changeStep 2- First phase of inertia

First Group activityStep 3- Half-way point transition

Alarm clock, End of first phaseStep 4-Major changes (From

transition)Step 5- Second phase of inertia

Revised directions, Sequence6: Accelerated activity (Final

burst (Last meeting)

Yet another Model


The Punctuated-Equilibrium Model

Punctuated-Equilibrium ModelTemporary groups under time constrained deadlines go through transitions between inertia and activity---at the half-way point, they experience an increase in productivity.


Group PropertiesShapes behavior of membersPredicts individual behaviorPredicts performance of the group

Roles Norms

Status Size

Cohesiveness


Group Properties - Roles 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.

>>>>> Union stewards promoted to supervisor

Role Perception An individual’s view of how he or she

is supposed to act in a given situation.

>>>>> Apprenticeship program

Mr & Mrs Mid Mgr

•Employee•Manager•Business analyst•Spokes person•Mother/Husband•Tennis player•Friend•Son/daughter•……..•………….


Not met!

Group Properties - Roles (cont’d)Role Expectations

How others believe a person should act in a given situation.

>>>>> Judge Vs. Football coach!Psychological Contract (Role Expectation)

An unwritten agreement that sets out what management expects from the employee and vice versa.

>>>>> Employee treatment, work conditions, Vs. respond, follow directions

Role Conflict A situation in which an individual is confronted by

divergent role expectations. Relocation- Father/Mother Vs. Manager!


Zimbardo’s ExperimentLearning new roles!Individuals chosen (Normal

& Emotionally stable)

15Stereotypes


Group Properties - NormsNorms- Acceptable standards of behavior

within a group that are shared by the group’s members.

Classes of Norms: Performance norms

How hard to work, what level of tardiness is accepted

Appearance norms Dress codes, when to look busy

Social arrangement norms Lunch partners, Off job relationship

Allocation of resources norms Assigning boring job, distribution of

pay/equipment

Criticizing you boss!


Group Norms & The Hawthorne Studies

A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago between 1924 and 1932. Importance of norm!

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.


Example Norms (Do’s & Don’ts)Don’t be

Rate Buster Chiseler Squealer

Enforcement Sarcasm Name Calling Ridicule Physical !


Group Properties - Norms (cont’d)Conformity

Adjusting one’s behavior to align with the norms of the group.

Get acceptanceReference Groups

Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

ASCH STUDY

ASCH STUDY

Group Pressure on conformity

Culture | Time-period


Group Properties - 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.

Group norms can influence the presence of deviant behavior More likely exhibit DWB


Typology of Deviant Workplace BehaviorCategory Examples

Production Leaving earlyIntentionally working slowlyWasting resources

Property Sabotage Lying about hours worked Stealing from the organization

Political Showing favoritismGossiping and spreading rumorsBlaming coworkers

Personal Aggression Sexual harassmentVerbal abuseStealing from coworkers


A shield of anonymity!


Group Properties - StatusA socially defined position or rank given to

groups or group members by others. Groups have Roles, Rights, Rituals to

differentiate members Motivator!

Status Vs. Norm Highly valued and doesn’t care about norms

Status Vs. Group Interaction More… speaking, criticizing, command,

interrupt


Group Properties - StatusPower over

Others (Outcome)

Power over Others

(Outcome)

Ability to Contribute (Success)

Ability to Contribute (Success)

Personal Characteristics

(Valued)

Personal Characteristics

(Valued)

Group MemberStatus

Group MemberStatus

Norms & Interaction

Norms & Interaction

Status Inequity Status Inequity National CultureNational Culture

Other things influencing or influenced by status

Status Inequity (Ch6) Perceive Status Hierarchy is equitable Vs. Disequilibrium Business Executives- Personal Income, Growth Rate of company Government Employee- Budget Blue Collar- Seniority


Highly valued and doesn’t care about norm


Rome's only undefeated gladiator. Maximus avoids being killed by tigers and defeats Tigris, yet refuses to obey Commodus's command to perform the coup de grâce. As a result, he is pronounced "Maximus the Merciful" by the crowd.


Group Properties - SizeSocial Loafing

The tendency for individuals to expend less effort when working collectively than when working individually.

Group Size

Performance

Expec

ted

Actual (d

ue to lo

afing)

Diverse Input Problem solvingProductive Fast decisions

Conclusions:Odd number groups do

better than even.Groups of 5 to 7

perform better overall than larger or smaller groups.

Team Spirit


P 335- Prevent LoafingA magic Bullet


Group Properties - CohesivenessCohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group.

Increasing group cohesiveness: 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.

Group Productivit

y!


Group Cohesiveness, Performance Norms, and Productivity


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.


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


Group Decision Making …Effectiveness

Accuracy Speed Creativity Acceptance

Efficiency Work Hours Searching time

(Exceptional)


Group Decision Making (cont’d)Groupthink (Vs. Being Critical)

Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.

Class ParticipationGroupshift

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.


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.


Pearl Harbor


Group Decision-Making TechniquesInteracting 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. Every member of the group gives their view of

the solution, with a short explanation. Duplicate solutions are eliminated from the list of all solutions, and the members rank the solutions. Do the voting to select solution(s).

This diversity often allows the creation of a hybrid idea


Group Decision-Making TechniquesBrainstorming

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.


Evaluating Group Effectiveness

TYPE OF GROUP

Effectiveness Criteria Interacting Brainstorming Nominal Electronic

Number and quality of ideas Low Moderate High High

Social pressure High Low Moderate Low

Money costs Low Low Low High

Speed Moderate Moderate Moderate Moderate

Task orientation Low High High High

Potential for interpersonal conflict High Low Moderate Low

Commitment to solution High Not applicable Moderate Moderate

Development of High High Moderate Lowgroup cohesiveness


Chapter Check-Up: Groups

True or False: The Punctuated Equilibrium Model suggests that groups have an equilibrium, but that equilibrium will be punctuated at the half-way point. But, after the punctuation, the group will return to the same equilibrium.

© 2007 Prentice Hall Inc. All rights reserved.

FALSE. The first part is true, but the second sentence is false. After the punctuation, the group will have a new

equilibrium of increased productivity.



List 2 drawbacks of brainstorming and 2 plusses of the Nominal Group Decision Making Technique. Compare your answers with your neighbor, and discuss which one you would use for a group project in this class and why.



Lorraine is a non-traditional student (she’s 51 years old) and is working in a group for a class project. They keep turning to her for the answers to questions. Which of the following might the group have that is driving Lorraine’s experience?

Groupthink

Groupshift

Role Conflict

Role Expectations

The group may have role expectations of Lorraine---e.g., because she’s older, that she should be the wise one

and know the answers like a parent should.

adeyl khan, faculty, bba, nsu. say something stupid! scheduling creativity! buy in!

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