chapter 8 group behaviour

8/8/2019 Chapter 8 Group Behaviour

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o r g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o r

stephen p. robbins

e l e v e n t h e d i t i o ne l e v e n t h e d i t i o n

12 / 10/ 2010 (5)


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2005 Prentice Hall Inc. All right re erved. 81

Defining and Classifying Grou s

Defining and Classifying Grou s

Group( )

Two or more individuals interacting andinterdependent, who have come togetherto achieve particular objectives.

Formal Group

A designated work

group defined by theorganizations structure.

Informal Group

A group that is neither

formally structured noworganizationally determined;appears in response to theneed for social contact.


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Defining and Classifying Grou s (contd)

Defining and Classifying Grou s (contd)

Command Group

A group composed ofthe individuals whoreport directly to agiven manager.

Ta k Group

Those working togetherto complete a job or task.

Intere t Group

Those working togetherto attain a specificobjective with whicheach is concerned.

Friend hip Group

Those brought togetherbecause they share oneor more commoncharacteristics.


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Why Peo le Join Grou s

Why Peo le Join Grou s

Security

Statu

Self-e teem

Affiliation

Power

Goal Achievement

E X H I B I T 81

E X H I B I T 81


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The Five-Stage Model ofGrou Develo ment

The Five-Stage Model ofGrou Develo ment

Forming Stage

The first stage in group development, characterizedby much uncertainty.

Storming StageThe second stage in group development,characterized by intragroup conflict.

Norming Stage

The third stage in groupdevelopment, characterizedby close relationships andcohesiveness.


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Stages ofGrou Develo mentStages ofGrou Develo ment

E X H I B I T 82E X H I B I T 82


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Grou Structure- Roles (contd)Grou Structure- Roles (contd)

Role( )

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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Grou Structure- Roles (contd)Grou Structure- Roles (contd)

Role Expectation

How others believe a personshould act in a given situation.

Role Conflict

A situation in which an individual is confronted bydivergent role expectations.

P ychological Contract

An unwritten agreement that setsout what management expects fromthe employee and vice versa.


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Grou Structure- NormsGrou Structure- Norms

Cla e of Norm :

Performance norm

Appearance norm

Social arrangement norm

Allocation of re ourcenorm

Cla e of Norm :

Performance norm

Appearance norm

Social arrangement norm

Allocation of re ourcenorm

Norm

Acceptable standards of behavior within a groupthat are shared by the groups members.


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The HawthorneStudiesThe HawthorneStudies

A erie of tudie undertaken by Elton Mayo atWe tern Electric Company Hawthorne Work in

Chicago between 1924 and 1932.

Re earch Conclu ion :

Worker behavior and sentiments were closely related.

Group influences (norms) were significant in affectingindividual behavior.

Group standards (norms) were highly effective in

establishing individual worker output.

Money was less a factor in determining worker outputthan were group standards, sentiments, and security.


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Grou Structure- Norms (contd)Grou Structure- Norms (contd)

Conformity

Adjusting ones behavior to alignwith the norms of the group.

Reference Group

Important groups to whichindividuals belong or hopeto belong and with whosenorms individuals are likelyto conform.


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Grou Structure- Norms (contd)Grou Structure- Norms (contd)

Deviant Workplace Behavior

Antisocial actions by organizational membersthat intentionally violate established norms andresult in negative consequences for the

organization, its members, or both.


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Typology ofDeviant Workplace BehaviorTypology ofDeviant Workplace Behavior


Category Example

Production Leavingearly

Intentionally working slowly

Wasting resources

Property SabotageLying about hours worked

Stealingfrom the organization

Political Showingfavoritism

Gossiping and spreading rumors

Blaming coworkers

Personal Aggression Sexual harassment

Verbal abuse

Stealingfrom coworkers

Source:Adaptedfrom S.L. Robinson, andR.J. Bennett. A Typology ofDeviant Workplace Behaviors:

A Multidimensional ScalingStudy,Academy of Management Journal, April 1995,p. 565.


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GroupStructure- StatusGroupStructure- Status

Group NormGroup Norm

Statu EquityStatu Equity

CultureCulture

Group MemberGroup Member

StatuStatu

Statu

A socially defined position or rank given to groups orgroup members by others.


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GroupStructure- SizeGroupStructure- Size

GroupSize

Performance

Other conclu ion :

Odd number group dobetter than even.

Group of 7 or 9 performbetter overall than largeror maller group .

Other conclu ion :

Odd number group dobetter than even.

Group of 7 or 9 performbetter overall than largeror maller group .

Social LoafingThe tendency for individuals to expend less effort whenworking collectively than when working individually.


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GroupStructure- CompositionGroupStructure- Composition

Group Demography

The 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.

Cohort

Individuals who, as part ofa group, hold a commonattribute.


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GroupStructure- CohesivenessGroupStructure- Cohesiveness

Increa ing group cohe ivene :

1. Make the group maller.

2. Encourage agreement with group goal .

3. Increa e time member pend together.

4. Increa e group tatu and admi ion difficultly.

5. Stimulate competition with other group .

6. Give reward to the group, not individual .

7. Phy ically i olate the group.

Increa ing group cohe ivene :

1. Make the group maller.

2. Encourage agreement with group goal .

3. Increa e time member pend together.

4. Increa e group tatu and admi ion difficultly.

5. Stimulate competition with other group .

6. Give reward to the group, not individual .

7. Phy ically i olate the group.

Cohe ivene

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,

PerformanceNorms, and Productivity

Relationship Between Group Cohesiveness,

PerformanceNorms, and Productivity



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GroupTasksGroupTasks

Deci ion-making

Large groups facilitate the pooling of information aboutcomplex tasks.

Smaller groups are better suited to coordinating and

facilitating the implementation of complex tasks.

Simple, routine standardized tasks reduce therequirement that group processes be effective in orderfor the group to perform well.


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GroupDecision MakingGroupDecision Making

Strength More complete

information

Increased diversity

of views Higher quality of

decisions (moreaccuracy)

Increasedacceptance ofsolutions

Weakne e More time

consuming (slower)

Increased pressure

to conform Domination by one

or a few members

Ambiguous

responsibility


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GroupDecision Making (contd)GroupDecision Making (contd)

Groupthink

Phenomenon in which the norm for consensusoverrides the realistic appraisal of alternative courseof action.

Group hift

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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Symptoms OfThe Groupthink PhenomenonSymptoms OfThe Groupthink Phenomenon

Group member rationalize any re i tance to thea umption they have made.

Member apply direct pre ure on tho e who

expre doubt about hared view or who

que tion the alternative favored by the majority.

Member who have doubt or differing point of

view keep ilent about mi giving .

There appear to be an illu ion of unanimity.


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GroupDecision-MakingTechniquesGroupDecision-MakingTechniques

Interacting Group

Typical groups, in which the members interact witheach other face-to-face.

Nominal Group TechniqueA group decision-making method in which individualmembers meet face-to-face to pool their judgmentsin a systematic but independent fashion.


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GroupDecision-MakingTechniquesGroupDecision-MakingTechniques

Electronic Meeting

A meeting in which members

interact on computers, allowingfor anonymity of comments andaggregation of votes.

Brain torming

An idea-generation process that specificallyencourages any and all alternatives, whilewithholding any criticism of those alternatives.


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Evaluating GroupEffectivenessEvaluating GroupEffectiveness


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 8 group behaviour

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