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2007 Prentice Hall Inc. All rights reserved.

Foundations of

Group Behavior

ChapterNINE

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Defining and Classifying Groups

Group(s)

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 nororganizationally determined;appears in response to theneed for social contact.

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Defining and Classifying Groups (contd)

Command Group

A group composed ofthe individuals whoreport directly to agiven manager.

Task Group

Those working togetherto complete a job or task.

Interest Group

Those working togetherto attain a specificobjective with whicheach is concerned.

Friendship Group

Those brought togetherbecause they share oneor more commoncharacteristics.

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Why People Join Groups

Security

Status

Self-esteem

Affiliation

Power

Goal Achievement

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The Five-Stage Model of Group Development

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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Group Development (contd)

Performing Stage

The fourth stage in group development, when thegroup is fully functional.

Adjourning Stage

The final stage in groupdevelopment for temporarygroups, characterized byconcern with wrapping upactivities rather thanperformance.

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Stages of Group Development

E X H I B I T 92

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An Alternative Model: Temporary Groups with

Deadlines

Sequence of actions:1. Setting group direction

2. First phase of inertia

3. Half-way point transition

4. Major changes5. Second phase of inertia

6. Accelerated activity

Punctuated-

Equilibrium Model

Temporary groups

under time constraineddeadlines go throughtransitions betweeninertia and activity---at

the half-way point,they experience anincrease inproductivity.

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The Punctuated-Equilibrium Model

E X H I B I T 93

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Group Properties

Roles

Norms

Status

Size

Cohesiveness

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Group Properties - Roles

Role(s)

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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Group Properties - Roles (contd)

Role Expectations

How others believe a personshould act in a given situation.

Role Conflict

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

Psychological Contract

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

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Group Properties - Norms

Classes of Norms: Performance norms

Appearance norms

Social arrangement norms Allocation of resources

norms

Norms

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

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Group Norms & The Hawthorne Studies

A series of studies undertaken by Elton Mayo at

Western Electric Companys Hawthorne Works in

Chicago between 1924 and 1932.

Research Conclusions:

Worker behavior and sentiments were closely

related. Group influences (norms) were significant in

affecting individual behavior.

Group standards (norms) were highly effective inestablishing individual worker output.

Money was less a factor in determining workeroutput than were group standards, sentiments, andsecurity.

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Group Properties - Norms (contd)

Conformity

Adjusting ones behavior to alignwith the norms of the group.

Reference Groups

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

EXHIBIT 94

ASCH

STUDY

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Group Properties - 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.

Group norms can influence thepresence of deviant behavior.

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Typology of Deviant Workplace Behavior

E X H I B I T 95

Category Examples

Production Leaving early

Intentionally working slowly

Wasting resources

Property SabotageLying about hours worked

Stealing from the organization

Political Showing favoritism

Gossiping and spreading rumors

Blaming coworkers

Personal Aggression Sexual harassment

Verbal abuse

Stealing from coworkers

Source: Adapted from S.L. Robinson, and R.J. Bennett. ATypology of Deviant Workplace Behaviors:

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

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Group Properties - Status

Power overPower over

OthersOthers

Ability toAbility to

ContributeContribute

PersonalPersonalCharacteristicsCharacteristics

Group MemberGroup Member

StatusStatus

Status:A socially defined position or rank given to groupsor group members by others.

Norms &Norms &

InteractionInteraction

Status InequityStatus InequityNationalNational

CultureCulture

Other things influencing

or influenced by status

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Group Properties - Size

Group Size

Performance

Other conclusions:

Odd number groups dobetter than even.

Groups of 5 to 7 performbetter overall than largeror smaller groups.

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

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Group Properties - Cohesiveness

Increasing group cohesiveness:

1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Cohesiveness

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,

Performance Norms, and Productivity

E X H I B I T 9-7

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E X H I B I T 98S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews &McMeal, 1991), p. 31. Dilbert reprinted with permission of United Features Syndicate, Inc.

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Group Decision Making

Decision-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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Group Decision Making (contd)

Strengths More complete

information

Increased diversity

of views Higher quality of

decisions (moreaccuracy)

Increasedacceptance ofsolutions

Weaknesses More time

consuming (slower)

Increased pressure

to conform Domination by one

or a few members

Ambiguous

responsibility

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Group Decision Making (contd)

Groupthink

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

Groupshift

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 Phenomenon

Group members rationalize any resistance to theassumptions 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.

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Group Decision-Making Techniques

Interacting Groups

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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Group Decision-Making Techniques

Electronic Meeting

A meeting in which members

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

Brainstorming

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

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Evaluating Group Effectiveness

E X H I B I T 99

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

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True or False: The Punctuated EquilibriumTrue or False: The Punctuated Equilibrium

Model suggests that groups have an equilibrium,Model suggests that groups have an equilibrium,

but that equilibrium will be punctuated at the halfbut that equilibrium will be punctuated at the half--

way point. But, after the punctuation, the groupway point. But, after the punctuation, the group

will return to the equilibrium it had prior to thewill return to the equilibrium it had prior to the

punctuation.punctuation.

Chapter Check-Up: Groups

FALSE. The first part is true, but the second

sentence is false. After the punctuation, the groupwill have a new equilibrium of increased

productivity.

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List 2 drawbacks of brainstorming

and 2 plusses of the Nominal Group

Decision MakingTechnique. Compare

your answers with yourneighbor, and

discuss which one you would use for

a group projectin this class and why.


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LLorraine is a non-traditional student (shes 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 Lorraines experience?GroupthinkGroupthink

GroupshiftGroupshift

Role ConflictRole Conflict

Role ExpectationsRole Expectations


The group may have role expectations of Lorraine---

e.g., because shes older, that she should be the

wise one and know the answers like a parent should.

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