group decision making chapter 9 vohra

8/10/2019 Group Decision Making Chapter 9 vohra

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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-1

Essentials of

Organizational Behavior, 10/e

Stephen P. Robbins & Timothy A. Judge

Chapter 8

Foundations of GroupBehavior


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After studying this chapter, youshould be able to:

1. Define groupand differentiate between types ofgroups.

2. Identify the five stages of group development.

3. List and define the five properties of groups.4. Demonstrate how norms and status exert influence

on an individuals behavior.

5. Contrast the strengths and weaknesses of group

decision making.6. Evaluate evidence for cultural differences in group

status and social loafing as well as the effects ofdiversity in groups.


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Groups

Two or more individuals, interactingand interdependent, who cometogether to achieve particular

objectives

Formal Defined by the organizations structure

Informal Neither formally structured nor organizationally

determined


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Four Types of Groups

Formal Groups

Commanddeterminedby the organization chart

Taskworking togetherto complete a job task

Informal Groups

Interestaffiliate toattain a specific objective

of shared interest

Friendshipmembershave one or morecommon characteristics


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Why Do People Join Groups?

Security

Status

Self-esteemAffiliation

Power

Goal achievement


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The Five-Stage Modelof Group Development

1

Forming:

Uncertainty about purpose, structure, and leadership

2

Storming:

Intragroup conflict as members resist constraints

3

Norming:

Group is cohesive with strong group identity

4

Performing:

Group fully functional and working toward goals

5

Adjourning:

For temporary groups: breaking up


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Key Points & Critiqueof Five-Stage Model

Group Effectiveness: Generally groups are more effective as they progress

Reasons for this are complex

Group Conflict: Some groups need conflict, most productive in Stage II

Blurred Stages: Stages not always sequential Multiple stages may be taken simultaneously

May regress a stage


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Group Properties

Roles

Norms Status

Size

Cohesiveness


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Group Property 1: Roles

The set of expected behavior patterns thatare attributed to occupying a given position

in a social unit

Role Identityroles associated attitudes and behaviors

Role Perceptionour view of how were supposed toact in a given situation

Role Expectationshow others believe you should actin a given situation

Role Conflictconflict experienced when multiple rolesare incompatible


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Group Property 2: Norms

Acceptable standards of behavior within agroup that are shared by the groups

members

Powerful means of

influencing behavior Performance,

appearance, socialengagement and

resource allocation

Norms


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Lessons fromthe Hawthorne Studies

Productivity increased because groupswere paid attention to by the observers

not because of changes in environment

Workers in groups do not maximizeindividual economic rewards

Group standards are set and enforced bythe group itself


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Conformity

Reference Groups: Groups in which a person is aware of other members,

defines self as a member, believes group members tobe significant

Individuals try to conform to norms of these groups asthey desire acceptance of the group

Asch Studies

Members desire to avoid being visibly different Members with differing opinions feel extensive

pressure to align with others

Level of conformity has declined since 1950s


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Deviant Workplace Behavior

Voluntary behavior that violates significantorganizational norms and, in doing so,

threatens the well-being of the organization

or its members

Is likely to flourish when:

Supported by group norms People are in groups


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Group Property 3: Status

A socially defined position or rank given togroups or group members by others

Determined by: The powera person wields over others

A persons abilityto contribute to a groups goals

An individuals personal characteristics


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Impact of Status

High-status members: Often have more freedom to deviate from norms

Are better able to resist conformity pressures

Interaction among members of groupsis influenced by status High status people are more assertive

Low status members may not participate

Group creativity may suffer


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Group Property 4: Size

Smaller groups are faster at completingtasksmembers perform better

Large groups are consistently better atproblem solving

Social Loafing - tendency to expend less

effort working in a group than as anindividual


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Social Loafing

Causes:

Equity theoryunequaldistribution of work

Dispersion ofresponsibilityclouds therelationship betweenindividual inputs and

group output

Prevention:

Set group goals

Increase inter-group

competition Engage in peer evaluation

Distribute group rewardsbased on members

individual contributions


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Group Property 5:Cohesiveness

The degree to whichmembers of the group areattracted to each other and

motivated to stay in thegroup

Performance-related norms are the

moderating variable forproductivity and cohesiveness

High cohesiveness with high normsgives higher productivity


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Encouraging Cohesiveness

1. Make the group smaller

2. Encourage agreement with group goals

3. Increase the time spent together

4. Increase the status and perceived difficultyof group membership

5. Stimulate competition with other groups

6. Give rewards to the group rather than toindividual members

7. Physically isolate the group


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Group Decision Making

Strengths

Generate more completeinformation andknowledge

Increased diversity ofviews(heterogenity)

Increased acceptance ofa solution

Weaknesses

Takes longer

Conformity pressures

Discussions can bedominated by one or afew members

Ambiguous responsibilityfor the final outcome


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Effectiveness & Efficiency

Effectiveness: Accuracygroup is better than average individual but

worse than most accurate group member

Speedindividuals are faster

Creativitygroups are better

Degree of Acceptancegroups are better

Efficiency: Groups are generally less efficient


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Groupthink Symptoms

A deterioration of individuals mentalefficiency, reality testing, and moral

judgments as a result of group pressures

Occurs when members:

Rationalize away resistance to assumptions

Pressure doubters to support the majority

Doubters keep silent/minimize their misgivings Illusion of unanimity -Interprets silence as ayes


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MinimizingGroupthink

Limit group size (10)

Encourage group leaders

to actively seek inputfrom all members andavoid expressing their

own opinions Appoint a devils

advocate


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Groupshift

Difference bw group and indvidual decisions

Group discussions lead members to assume new,more extreme, positions

Groups often take positions of greater risk

May be due to diffused responsibility

Occurs also when people want to demonstrate

how different they are from the group(politicians)

From this understand that the group decisionsexaggerate the initial position of individuals


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Group Decision-MakingTechniques

Interacting groups meet face-to-face andrely on verbal and non-verbal interactions to

communicate

Brainstorming Generates a list of creative alternatives

Problem: production blocking

Nominal Group Technique (NGT) Restricts discussion during the decision-making

process to encourage independent thinking


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Global Implications

Cultural differences affect the importance,display, and derivation of status.

Social loafing occurs mostly in individualisticcultures motivated by self-interest.

Diversity leads to greater conflict but thesurface-level recognition may makemembers more open-minded andacceptingleading to better decisions.


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Implications for Managers

Positive relationship between roleperception and performance evaluation

Group norms can affect individualperformance either positively or negatively

Status inequities adversely impactproductivity and performance

Group size impacts effectiveness

Cohesiveness can influence productivity


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Keep in Mind

Group norms, roles, and identities havepowerful affects on individual behavior

Conformity can be a problem: have leadersminimize initial inputs

Group decision making is not always betterthan individual decision making


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Summary

1. Defined groupand differentiated between types ofgroups.

2. Identified the five stages of group development.

3. Listed and defined the five properties of groups.

4. Demonstrated how norms and status exert influence onan individuals behavior.

5. Contrasted the strengths and weaknesses of groupdecision making.

6. Evaluated evidence for cultural differences in groupstatus and social loafing as well as the effects ofdiversity in groups.


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group decision making chapter 9 vohra

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