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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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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
E X H I B I T 85E X H I B I T 85
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
E X H I B I T 86E X H I B I T 86
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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
E X H I B I T 88E X H I B I T 88
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