Organizational Behavior Chapter Eight Group Dynamics.

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Chapter Eight

Group Dynamics

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Groups

1Three or more

freelyinteractingindividuals

Commonidentity

4

3Collective

goals

Collectivenorms

2

Group – two (three) or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members.

There are formal and informal groups.

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Functions of Formal Groups

Organizational Functions Individual Functions

1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.2. Generate new or creative ideas and solutions.3. Coordinate interdepartmental efforts.4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments.5. Implement complex decisions.6. Socialize and train newcomers.

1. Satisfy the individual’s need for affiliation.2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.3. Give individuals an opportunity to test and share their perceptions of social reality.4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness.5. Provide a problem-solving mechanism for personal and interpersonal problems.

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Why do people form groups?

• Satisfaction of needs – security, social, esteem

• Proximity and attraction• Group goals• Economics

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Tuckman’s Five-Stage Theoryof Group Development

PerformingAdjourning

Norming

Storming

Forming

Return toIndependence

Dependence/interdependence

Independence

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Tuckman’s Five-Stage Theoryof Group Development (continued)

IndividualIssues

Forming Storming Norming Performing

“How do I fit in?”

“What’s myrole here?”

“What do theothers expectme to do?”

“How can I bestperform my role?”

GroupIssues

“Why are we here?”

“Why are wefighting overwho’s incharge and whodoes what?”

“Can we agreeon roles andwork as a team?”

“Can we do thejob properly?”

Mutual Acceptance

Communication &Decision-making

Motivation &Productivity

Control & Organization

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Extended Tuckman Model

• De-norming. A natural erosion of standards of conduct. Group members drift in different directions.

• De-storming. A mirror opposite of the storming stage. An undercurrent of discontent slowly comes to the surface. Individual resistance increases and cohesiveness declines.

• De-forming. Work group literally falls apart as subgroups battle for control. Performance declines rapidly because the whole job is no longer being done.

12-5

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Cohesiveness

• Closeness or commonness of attitude, behavior, and performance.

• Acts as a force to remain in a group• Allows a sense of belonging• Cohesive groups involves individuals who are

attracted to one another• Group goals and member goals are compatible and

clearly specified• Group has a charismatic leader• Strong reputation for completing task• Group size is optimal• Supportive

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Role Behavior

• Roles: “Sets of behaviors that persons expect of occupants of a position.”

• Role overload: “Occurs when the sum total of what role senders expect of the focal person far exceeds what he or she is able to do.”

• Role conflict: “Experienced when different members of the role set expect different things of the focal person.” (Knowing what to do but not being able to do it.)

• Role ambiguity: “Occurs when members of the role set fail to communicate to the focal person expectations they have or information needed to perform the role, either because they do not have the information or because they deliberately withhold it.” (Not knowing what to do.)

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Functional Roles Performedby Group Members

Task Roles DescriptionInitiator Suggests new goals or ideasInformation seeker/giver Clarifies key issuesOpinion seeker/giver Clarifies pertinent valuesElaborator Promotes greater understandingCoordinator Pulls together ideas and suggestionsOrienter Keeps group headed toward its stated

goal(s)Evaluator Tests group’s accomplishmentsEnergizer Prods group to move along or to

accomplish moreProcedural technician Performs routine dutiesRecorder Performs a “group memory” function

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Functional Roles Performedby Group Members

(Continued)

Maintenance Roles DescriptionEncourager Fosters group solidarityHarmonizer Mediates conflict through

reconciliation or humorCompromiser Helps resolve conflict by meeting

others “half way”Gatekeeper Encourages all group members to

participateStandard setter Evaluates the quality of group

processesCommentator Records comments on group

processes/dynamicsFollower Serves as a passive audience

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More on Roles

• Role conflict– Person-role conflict– Intrarole conflict– Interrole conflict

• Results of Role Conflict

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ior Social Norms

Norm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.”

Why Norms Are Enforced

• Help the group or organization survive

• Clarify or simplify behavioral expectations

• Help individuals avoid embarrassing situations

• Clarify the group’s or organization’s central values and/or unique identity

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A Contingency Model forStaffing Work Groups

• Improve performance of all work groups• Train and develop new talent

• Maximize performance of best group(s)

Staffingdecision

Concentratetalent

Spread talentaround

Objective(s)

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ior Evidence of Problems with Groups

• Social Loafing• Groupthink• Satisficing• Shared/Unshared Information• Group Polarization (the “Risky Shift”)

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Why is Group Performance (sometimes) less than the sum of Individual Performance?

• Social loafing (individuals withhold effort)– Reduced by monitoring/evaluation– May be related to individual traits (collectivism

vs. individualism)

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Stepladder Technique for Avoiding Social Loafing

• Example of a Four-Person Group:– Two core group members work on problem.– Third member joins group and presents

recommendations (followed by three-person discussion).

– Fourth member joins group and presents recommendations (followed by four-person discussion and final decision making).

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The Asch Experiments

1 2 3

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Symptoms of Groupthink

Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of

unanimity Peer pressure Mindguards

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Preventing Groupthink

• Every group member a critical evaluator• Avoid rubber-stamp decisions• Different groups explore same problems• Rely on subgroup debates and outside

experts• Assign role of devil’s advocate• Rethink a consensus

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Satisficing

• Groups often adopt the first alternative that is acceptable to all members rather than continuing to search for an optimal alternative

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Shared/Unshared Information

SharedInformation

Unshared Information

Unshared Information

Even though IndividualGroup Members have

Unique Information, Theytend to Discuss Information

that is Shared

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RiskHighRisk

MidRisk

LowRisk

HighRisk

MidRisk

Individual Decisions

Group (Consensus)Decisions

Mean ofIndividualDecisions

GroupConsensus

Decision

LowRisk

HighRisk

MidRisk

LowRisk

HighRisk

MidRisk

Individual Decisions

Group (Consensus)Decisions

Mean ofIndividualDecisions

GroupConsensus

Decision

GroupPolarization(The "Risky

Shift")

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Why Teams are Formed

• Enhanced productivity– Technical or functional skills– Problem solving and decision-making skills– Interpersonal skills

• Flattening organizations• Need for flexibility and quicker decisions• Workforce diversity• Improved quality• Increased customer satisfaction

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Effective Team Requirements

• Top level commitment and goals• Trust between managers and employees• Taking risks and sharing information• Time, resources, and commitment to

training