HNDBM – 10. Group Behavior

HNDBM 10. Group Behavior

HNDBM 10. Group BehaviorLim Sei Kee @ cKGroupTwo or more individuals, interacting and interdependent, who have come together to achieve particular objectivesFORMAL GROUPSA designated work group defined by the organization structuredINFORMAL GROUPSAppears in response to the need for social contactCommand group a group composed of the individuals who report directly to a given managerTask group those working together to complete a job taskInterest group those working together to attain a specific objective with which each is concernedFriendship group those brought together because they share one or more common characteristicsWhy do people join groups?SecurityStatusSelf-esteem AffiliationPowerGoal AchievementFive stage group developmentTemporary group with task-specific deadline

FormingCharacterized by a great deal of uncertainty about the groups purpose, structure and leadershipUncertaintyFeelings not dealt withPoor listening Weaknesses covered upUnclear objectivesLow involvement in planning

StormingCharacterized by intragroup conflictAccept existenceWider options consideredPersonal feelings raisedIntragroup conflicts More listening

NormingCharacterized by close relationships and cohesivenessMethodical workingAgreed procedures Established ground rules Strong sense of group identity

PerformingWhen the group is fully functionalHigh flexibility/ability to lead process Maximum use of energy & ability Needs of all metDevelopment is a priority High commitment, balanced team roles & shared leadershipAdjourningCharacterized by concern with wrapping up activities rather than task performancePurpose fulfilledEveryone can move on to new thingsFeeling good about what's been achievedGroup structureRolesNormsStatusSizeCohesiveness

RolesA set of expected behavior patterns attributed to someone occupying a given position in a social unitRole identity certain attitudes and behaviors consistent with a role.

Role perception an individuals view of how he or she is supposed to act in a given situation

Role expectations how others believe a person should act in a given situationPsychological contract- an unwritten agreement that sets out what management expects from the employees and vice versa

Role conflict a situation in which an individual is confronted by divergent role expectations

NormsAcceptable standards of behavior within a group that are shared by the groups membersCommon classes of normsConformityDeviant workplace behaviorCommon classes of normsPerformance norms provide members on how hard they should work, how to get the job done, levels of output.Appearance norms appropriate dress, loyalty to work group/organization, when to look busy and when its acceptable to goof off.Social arrangement norms informal work groups and primarily regulate social interactions within the group.Allocation of resources norms cover things like pay, assignment of difficult jobs and allocations of new tools and equipmentConformity adjusting ones behavior to align with the norms of the groupReference groups - important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conformDeviant workplace behavior antisocial actions by organizational members that intentionally violate established norms and that result in negative consequences for the organization, its members, or both.

Deviant workplace behaviorCategory Examples Production Leaving earlyIntentionally working slowlyWasting resourcesProperty SabotageLying about hours workedStealing from the organizationPolitical Showing favoritismGossiping and spread rumorsBlaming coworkersPersonal aggressionSexual harassmentVerbal abuseStealing from coworkersStatus A socially defined position or rank given to groups or group members by othersStatus Characteristics TheoryStatus and NormsStatus and Group InteractionStatus InequityStatus and CultureStatus Characteristics Theory differences in status characteristics create status hierarchies within groups.People who control the outcomes of a group through their power or have the ability to control the groups behaviorPeople whose contributions to a group are critical to the groups successPersonal characteristics that are positively valued by the group such as good looks, money or intelligence

Status and Norms high status members often are given more freedom to deviate from norms then other group membersStatus and Group Interaction high status members tend to speak out more, criticize more, state commands and interrupt othersStatus Inequity when inequity is perceived, it creates disequilibriumStatus and Culture make sure you understand who and what holds status when interacting with people from a culture different from your own

Size Smaller groupsFaster at completing tasks than the larger ones.Larger groupsBetter in problem solving Good in gaining diverse inputSocial Loafing the tendency for individuals to expend less effort when working collectively than when working individually

Causes of social loafingBelief that others in the group are not carrying their fair shareDispersion of responsibilityGroup performance increases with group size, but addition of new member to the group has diminishing effects on groups productivityCohesiveness Degree to which group members are attracted to each other and are motivated to stay in the groupEncourage group cohesiveness Make the group smallerEncourage agreement with group goalsIncrease the time spend togetherIncrease the status of the group and perceived difficulty of attaining membership in the groupStimulate competition with other groupGive rewards to the groups rather than individualPhysically isolate the group

Group decision makingGroups VS the IndividualGroupthink and GroupshiftGroup Decision-making TechniquesGroups VS the IndividualStrength Generate more complete information and knowledgeIncreased diversity of viewsHigher-quality decisionsAcceptance of solutionWeaknesses Time consumingConformity pressures in groupsDominated by one or a few membersAmbiguous responsibilityEffectiveness and efficiency

EFFECTIVENESS CRITERIA GROUP / INDIVIDUALAccuracy Group Speed Individual Creativity Group Acceptance Group EFFIENCY INDIVIDUALGROUPTHINK Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of actionSymptoms Having an illusion of invulnerabilityRationalizing poor decisionsBelieving in the group's moralityExercising direct pressure on othersNot expressing your true feelingsMaintaining an illusion of unanimityUsing mindguards to protect the group from negative information

Groupshift A change in decision risk between the groups decision and the individual decision that members within the group would make; can be either toward conservatism or greater riskGreater risk can be taken because even if the decision fails, no one member can be held wholly responsible.

Group decision-making techniquesInteracting GroupsBrainstormingNominal Group TechniqueElectronic MeetingInteracting Groups typical groups, in which members interact with each other face-to-faceRely on both verbal and nonverbal communicationBrainstorming 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

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 fashionSteps Members meet as a group but, before any discussion takes place, each member independently writes down his or her ideas on the problem. After this silent period, each member presents one idea to the group. Each member takes his/her turn, presenting a single idea until all ideas have been presented and recorded. No discussion takes place until all ideas have been recorded. The group now discusses the ideas for clarity and evaluates them. Each group member silently and independently rank-orders the ideas. The idea with the highest aggregate ranking determines the final decision.TYPE OF GROUPEffectiveness CriteriaInteracting Brainstorming Nominal Electronic Number and quality of ideasLow Moderate

High

High

Social pressureHigh Low Moderate Low Money costsLow

Low

Low

High

Speed Moderate Moderate Moderate Moderate Task orientationLow

High

High

High

Potential for interpersonal conflictHigh

Low

Moderate

Low

Commitment to solutionHigh

Not applicableModerate

Moderate

Development of group cohesivenessHigh

High

Moderate

Low