Robbins ob16 im_09

Chapter 9 Foundations of Group Behavior Page

CHAPTER 9Foundations of Group Behavior

LEARNING OBJECTIVES

After studying this chapter, students should be able to:

1. Define group, and distinguish the different types of groups.2. Identify the five stages of group development.3. Show how role requirements change in different situations.4. Demonstrate how norms and status exert influence on an individual’s behavior.5. Show how group size affects group performance.6. Contrast the benefits and disadvantages of cohesive groups.7. Explain the implications of diversity for group effectiveness.8. Contrast the strengths and weaknesses of group decision making.9. Compare the effectiveness of interacting, brainstorming, and the nominal group

technique.

INSTRUCTOR RESOURCES

Instructors may wish to use the following resources when presenting this chapter.

Learning Catalytics Questions: Instructor Directions and Follow-Up

Organizational Behavior Concept

LC Question Instructor Directions and Follow-Up

Punctuated equilibrium model

Sketch and upload an image of the punctuated equilibrium model. Select a group that you are currently working on a project with and place a star to indicate what phase in the model you are currently in.

Introduce this question after you have described the alternative model for temporary groups with deadlines. Make the connection for students between semester projects in class and this model.

Norms What is an example of one norm that you have in a student group to which you belong?

Introduce this question when you discuss norms. Display the word cloud and discuss specific examples of student norms. Identify any similarities among norms.

Copyright © 2015 Pearson Education, Inc.

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Text Exercises

Myth or Science?: “U.S. Workers Are More Biased Than Asians” An Ethical Choice: Using Peer Pressure as an Influence Tactic glOBalization!: Making Global Virtual Teams Effective Point/Counterpoint: People Are More Creative When They Work Alone Questions for Review Experiential Exercise: Surviving the Wild: Join a Group or Go it Alone Ethical Dilemma: Is Social Loafing Unethical?

Text Cases

Case Incident 1: The Calamities of Consensus Case Incident 2: Investing in the Heard

Instructor’s Choice

This section presents an exercise that is NOT found in the student's textbook. Instructor's Choice reinforces the text's emphasis through various activities. Some Instructor's Choice activities are centered on debates, group exercises, Internet research, and student experiences. Some can be used in class in their entirety, while others require some additional work on the student's part. The course instructor may choose to use these at any time throughout the class—some may be more effective as icebreakers, while some may be used to pull together various concepts covered in the chapter.

Web Exercises

At the end of each chapter of this Instructor’s Manual, you will find suggested exercises and ideas for researching OB topics on the Internet. The exercises “Exploring OB Topics on the Web” are set up so that you can simply photocopy the pages, distribute them to your class, and make assignments accordingly. You may want to assign the exercises as an out-of-class activity or as lab activities with your class.

Summary and Implications for Managers

A. We can draw several implications from our discussion of groups. B. First, norms control behavior by establishing standards of right and wrong. The

norms of a given group can help explain members’ behaviors for managers. C. Second, status inequities create frustration and can adversely influence

productivity and willingness to remain with an organization. D. Third, the impact of size on a group’s performance depends on the type of task.

Larger groups are associated with lower satisfaction. E. Fourth, cohesiveness may influence a group’s level of productivity, depending on

the group’s performance-related norms.


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F. Fifth, diversity appears to have a mixed impact on group performance, with some studies suggesting that diversity can help performance and others suggesting it can hurt it.

G. Sixth, role conflict is associated with job-induced tension and job dissatisfaction. A. Lastly, people generally prefer to communicate with others at their own status

level or a higher one, rather than with those below them. Specific implications for managers are below:1. Consider that the degree of congruence between the employee’s and the

manager’s perception of the employee’s job influences the degree to which the manager will judge that employee effective. Therefore, be certain your employees fully understand their roles so you can accurately assess their performance.

2. In group situations where the norms support high output, you can expect markedly higher individual performance than when the norms restrict output. Group norms that support antisocial behavior increase the likelihood that individuals will engage in deviant workplace activities.

3. Pay attention to the organizational status levels of the employee groups you create. Because lower-status people tend to participate less in group discussions, groups with high status differences are likely to inhibit input from lower-status members and reduce their potential.

4. When forming employee groups, use larger groups for fact-finding activities and smaller groups for action-taking tasks. When creating larger groups, you should also provide measures of individual performance.

5. To increase employee satisfaction, work on making certain your employees perceive their job roles the same way you perceive their roles.

The chapter begins with a vignette describing how many women working in the financial sector are placed in the out-group simply because of their gender. This trend has been especially apparent in the wake of the recent financial crisis. Being in the out-group not only makes it difficult for these women to succeed in their careers, it is also detrimental to their organizations. Because being a part of the out-group hampers their ability to contribute to the organization and limits the opportunity for different views, innovation, and different ways of thinking to emerge.

BRIEF CHAPTER OUTLINE

I. Defining and Classifying GroupsA. Definition

1. A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

2. Groups can be either formal or informal. a. Formal groups—those defined by the organization’s structure, with

designated work assignments establishing tasks. b. Informal groups—alliances that are neither formally structured nor

organizationally determined.B. Why do people form groups?


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1. Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory.

2. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group.

3. Social identities help us understand who we are and where we fit in with other people, but they can have a negative side as well. a. Beyond feelings of schadenfreude we mentioned above, in-group

favoritism occurs when we see members of our in-group as better than other people, and people not in our group as all the same.

b. When do people develop a social identity? Several characteristics make a social identity important to a person:i. Similarity.ii. Distinctiveness. iii. Status. iv. Uncertainty reduction.

II. Stages of Group DevelopmentA. The Five-Stage Development Model (Exhibit 9-1)

1. Forming: Characterized by a great deal of uncertainty about the group’s purpose, structure, and leadership.

2. Storming: One of intragroup conflict. Members accept the existence of the group, but there is resistance to constraints on individuality.

3. Norming: One in which close relationships develop and the group demonstrates cohesiveness.

4. Performing: The structure at this point is fully functional and accepted. 5. Adjourning: For temporary committees, teams, task forces, and similar

groups that have a limited task to perform, there is an adjourning stage. 6. Interpretations of the five-stage model

a. Many assume that a group becomes more effective as it progresses through the first four stages.

b. While generally true, what makes a group effective is more complex. i. First, groups proceed through the stages of group development at

different rates. ii. Those with a strong sense of purpose and strategy rapidly achieve high

performance and improve over time, whereas those with less sense of purpose actually see their performance worsen over time.

iii. Similarly, groups that begin with a positive social focus appear to achieve the “performing” stage more rapidly.

iv. Nor do groups always proceed clearly from one stage to the next. Storming and performing can occur simultaneously, and groups can even regress to previous stages.

B. An Alternative Model for Temporary Groups with Deadlines1. Temporary groups with deadlines don’t seem to follow the usual five-stage

model. Studies indicate they have their own unique sequencing of actions (or inaction):


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a. Their first meeting sets the group’s direction. b. This first phase of group activity is one of inertia. c. A transition takes place at the end of this phase, which occurs exactly

when the group has used up half its allotted time.d. A transition initiates major changes.e. A second phase of inertia follows the transition. f. The group’s last meeting is characterized by markedly accelerated activity.

This pattern, called the punctuated-equilibrium model, is shown in Exhibit 9-2.

III. Group Properties: Roles, Norms, Status, Size, and CohesivenessA. Introduction

1. Work groups are not unorganized mobs; they have properties that shape members’ behavior and help ex-plain and predict individual behavior within the group as well as the performance of the group itself. a. Some of these properties are roles, norms, status, size, cohesiveness, and

diversity.B. Group Property 1: Roles

1. Introductiona. All group members are actors, each playing a role.b. We are required to play a number of diverse roles, both on and off our

jobs. i. Many of these roles are compatible; some create conflicts.

2. Role perception: One’s view of how one is supposed to act in a given situation is a role perception.

3. Role expectations: How others believe you should act in a given situation. a. When role expectations are concentrated into generalized categories, we

have role stereotypes. b. The psychological contract is an unwritten agreement that exists between

employees and their employer. c. If role expectations as implied are not met, expect negative effects on

employee performance and satisfaction.4. Role conflict: When an individual is confronted by divergent role

expectations. a. At the extreme, two or more role expectations are mutually contradictory.

5. Zimbardo’s prison experimenta. One of the most illuminating role and identity experiments was done a

number of years ago by Stanford University psychologist Philip Zimbardo and his associates. They created a “prison” in the basement of the Stanford psychology building, hired at $15 a day two dozen emotionally stable, physically healthy, law-abiding students who scored “normal average” on extensive personality tests, randomly assigned them the role of either “guard” or “prisoner,” and established some basic rules.

b. It took little time for the “prisoners” to accept the authority positions of the “guards” or and for the mock guards to adjust to their new authority roles. Consistent with social identity theory, the guards came to see the prisoners as a negative out-group, and their comments to researchers


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showed they had developed stereotypes about the “typical” prisoner personality type. After the guards crushed a rebellion attempt on the second day, the prisoners became increasingly passive. Whatever the guards “dished out,” the prisoners took. The prisoners actually began to believe and act as if they were inferior and powerless, as the guards constantly reminded them. And every guard, at some time during the simulation, engaged in abusive, authoritative behavior. One said, “I was surprised at myself…I made them call each other names and clean the toilets out with their bare hands. I practically considered the prisoners cattle, and I kept thinking: ‘I have to watch out for them in case they try something.’” Surprisingly, during the entire experiment—even after days of abuse—not one prisoner said, “Stop this. I’m a student like you. This is just an experiment!”

c. The participants had learned stereotyped conceptions of guard and prisoner roles from the mass media and their own personal experiences in power and powerless relationships at home.

d. This allowed them easily and rapidly to assume roles that were very different from their inherent personalities.

C. Group Properties 2: Norms 1. Introduction

a. All groups have norms—acceptable standards of behavior that are shared by the group’s members that tell members what they ought and ought not to do under certain circumstances. i. Performance norms: provide explicit cues about how hard members

should work, what the level of output should be, how to get the job done, what level of tardiness is appropriate, and the like.

ii. Appearance norms: dress codes, unspoken rules about when to look busy.

iii. Social arrangement norms: with whom to eat lunch, whether to form friendships on and off the job.

iv. Resource allocation norms: assignment of difficult jobs, distribution of resources, like pay or equipment.

2. The Hawthorne Studiesa. Experiments conducted between 1924 and 1932 by Elton Mayo at Western

Electric at the company’s Hawthorne Works in Chicago. b. The Hawthorne researchers began by examining the relationship between

the physical environment and productivity. c. As a follow-up the researchers began a second set of experiments in the

relay assembly test room at Western Electric.d. In essence, workers in both the illumination and assembly-test-room

experiments were reacting to the increased attention they received.e. A third study, in the bank wiring observation room, was introduced to

ascertain the effect of a sophisticated wage incentive plan.f. Members were afraid that if they significantly increased their output, the

unit incentive rate would be cut, the expected daily output would be increased, layoffs might occur, or slower workers would be reprimanded.


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g. The norms the group established included a number of “don’ts”:i. Don’t be a rate-buster, turning out too much work.ii. Don’t be a chiseler, turning out too little work. iii. Don’t squeal on any of your peers.

h. How did the group enforce these norms?i. The methods included sarcasm, name-calling, ridicule, and even

punches to the upper arm of any member who violated the group’s norms.

ii. Members also ostracized individuals whose behavior was against the group’s interest.

3. Conformitya. There is considerable evidence that groups can place strong pressures on

individual members to change their attitudes and behaviors to conform to the group’s standard.

b. The pressure that groups exert for conformity was demonstrated by Solomon Asch. i. Groups of seven or eight people were asked to compare two cards held

by the experimenter. One card had one line; the other had three lines of varying length. Under ordinary conditions, subjects made less than one percent error. (Exhibit 9-3)

c. Individuals conform to the important groups to which they belong or hope to belong.

d. These important groups are reference groups.4. Deviant workplace behavior

a. This term covers a full range of antisocial actions by organizational members that intentionally violate established norms and that result in negative consequences for the organization, its members, or both. (Exhibit 9-4)

b. Rudeness is on the rise and 12 percent of those who experienced it actually quit their jobs. i. Someone who ordinarily wouldn’t engage in deviant behavior might

be more likely to do so when working in a group. D. Group Property 3: Status

1. Status is a socially defined position or rank given to groups or group members by others. We live in a class-structured society despite all attempts to make it more egalitarian.

2. What determines status? a. Status characteristics theory – differences in status characteristics create

status hierarchies within groups. i. Status derived from one of three sources:

(a) The power a person wields over others. (b) A person’s ability to contribute to group’s goals.(c) Individual’s personal characteristics.

3. Status and norms a. High-status members of groups often are given more freedom to deviate

from norms than other group members.


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b. High-status people also are better able to resist conformity pressures. 4. Status and group interaction

a. High-status people tend to be assertive.b. Status differences inhibit diversity of ideas & creativity.c. Lower-status members tend to be less active.

5. Status inequity a. When inequity is perceived, it creates disequilibrium that results in

corrective behavior. b. Hierarchical groups can lead to resentment among those at the lower end

of the status continuum. c. Large differences in status within groups are also associated with poorer

individual performance, lower health, and higher intentions to leave the group.

d. Groups generally agree within themselves on status criteria; hence, there is usually high concurrence in group rankings of individuals.

e. Managers who occupy central positions in their social networks are typically seen as higher in status by their subordinates, and this position translates into greater influence over the group’s functioning.

f. Individuals can find themselves in conflicts when they move between groups whose status criteria are different, or when they join groups whose members have heterogeneous backgrounds.

g. When groups are heterogeneous or when heterogeneous groups must be interdependent, status differences may initiate conflict as the group attempts to reconcile the differing hierarchies.

6. Status and stigmatizationa. Studies have shown that people who are stigmatized against can “infect”

others with their stigma. i. This “stigma by association” effect can result in negative opinions and

evaluations of the person affiliated with the stigmatized individual, even if the association is brief and purely coincidental.

b. While affiliating with a stigmatized individual can damage a person’s reputation, the opposite is true when it comes to affiliating with a high-status person.

E. Group Property 4: Size1. The size of a group affects the group’s overall behavior, but the effect depends

on the dependent variables. a. If the group is engaged in problem solving, large groups consistently do

better. b. Large groups—a dozen or more members—are good for gaining diverse

input. c. Smaller groups—seven members—are better at doing something

productive with that input. 2. Social loafing is the tendency for individuals to expend less effort when

working collectively than when working individually. 3. A common stereotype about groups is that team spirit spurs individual effort

and enhances overall productivity.


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a. In the late 1920s, a German psychologist named Max Ringelmann compared the results of individual and group performance on a rope-pulling task.

b. Causes of social loafingi. A belief that others in the group are not carrying their fair share.

c. Social loafing appears to have a Western bias. i. It’s not consistent with individualistic cultures, such as the United

States and Canada, that are dominated by self-interest. d. Preventing social loafing

i. Set group goals, so the group has a common purpose to strive toward.ii. Increase intergroup competition, which again focuses on the shared

outcome.iii. Engage in peer evaluation so each person evaluates each other

person’s contribution.iv. Select members who have high motivation and prefer to work in

groups.v. If possible, base group rewards in part on each member’s unique

contributions.F. Group Property 5: Cohesiveness (Exhibit 9-5)

1. Groups differ in their cohesiveness – the degree to which members are attracted to each other and are motivated to stay in the group.

2. The relationship of cohesiveness and productivity depends on the performance-related norms established by the group.

3. If performance-related norms are high, a cohesive group will be more productive.

4. How to encourage group cohesiveness: a. Make the group smaller. b. Encourage agreement with group goals. c. Increase the time members spend together. d. Increase the status of the group and the perceived difficulty of attaining

membership in the group. e. Stimulate competition with other groups. f. Give rewards to the group rather than to individual members. g. Physically isolate the group.

G. Group Property 6: Diversity1. The final property of groups we consider is diversity in the group’s

membership, the degree to which members of the group are similar to, or different from, one another.

2. A great deal of research is being done on how diversity influences group performance.

3. However, culturally and demographically diverse groups may perform better over time—if they can get over their initial conflicts. a. Surface-level diversity—in observable characteristics such as national

origin, race, and gender—alerts people to possible deep-level diversity—in underlying attitudes, values, and opinions.


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4. The impact of diversity on groups is mixed. a. It is difficult to be in a diverse group in the short term. b. However, if members can weather their differences, over time, diversity

may help them be more open-minded and creative and to do better. c. But even positive effects are unlikely to be especially strong. As one

review stated, “The business case (in terms of demonstrable financial results) for diversity remains hard to support based on the extant research.”

5. One possible side effect in diverse teams – especially those that are diverse in terms of surface level characteristics – is faultlines, or perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.a. Research on faultlines has shown that splits such as these are generally

detrimental to group functioning and performance.b. Overall, although research on faultlines suggests that diversity in groups is

a potential double-edged sword, recent work indicates they can be strategically employed to improve performance.

IV. Group Decision MakingA. Groups Versus the Individual

1. Strengths of group decision makinga. Groups generate more complete information and knowledge. b. They offer increased diversity of views. c. This opens up the opportunity for more approaches and alternatives to be

considered. d. The evidence indicates that a group will almost always outperform even

the best individual. e. Groups lead to increased acceptance of a solution.

2. Weaknesses of group decision making a. It is time consuming. b. There is a conformity pressure in groups. c. One or a few members can dominate group discussion. d. Group decisions suffer from ambiguous responsibility.

3. Effectiveness and efficiency a. Whether groups are more effective than individuals depends on the criteria

you use. b. In terms of accuracy, group decisions will tend to be more accurate. c. On the average, groups make better-quality decisions than individuals. d. If decision effectiveness is defined in terms of speed, individuals are

superior. e. If creativity is important, groups tend to be more effective than

individuals. f. If effectiveness means the degree of acceptance the final solution

achieves, groups are better. g. In terms of efficiency, groups almost always stack up as a poor second to

the individual decision maker. The exceptions tend to be those instances where, to achieve comparable quantities of diverse input, the single


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decision maker must spend a great deal of time reviewing files and talking to people.

4. Summary a. Groups offer an excellent vehicle for performing many of the steps in the

decision making process. b. They are a source of both breadth and depth of input for information

gathering. c. When the final solution is agreed upon, there are more people in a group

decision to support and implement it. d. Group decisions consume time, create internal conflicts, and generate

pressures toward conformity. B. Groupthink and Groupshift

1. Groupthink is related to norms.a. It describes situations in which group pressures for conformity deter the

group from critically appraising unusual, minority, or unpopular views. 2. Groupshift describes the way of discussing a given set of alternatives and

arriving at a solution.a. With groupshift, group members tend to exaggerate the initial positions

they hold.3. Groupthink

a. The phenomenon that occurs when group members become so enamored of seeking concurrence is that the norm for consensus overrides the realistic appraisal of alternative courses of action and the full expression of deviant, minority, or unpopular views.

b. Symptoms of groupthink include: i. Group members rationalize any resistance to the assumptions they

have made.ii. Members apply direct pressures on those who momentarily express

doubts. iii. Those members who hold differing points of view seek to avoid

deviating from group consensus by keeping silent. iv. There appears to be an illusion of unanimity.

c. Groupthink appears to be closely aligned with the conclusions Asch drew from his experiments on the lone dissenter.

d. Groupthink does not attack all groups. 4. Group shift and group polarization

a. There are differences between group decisions and the individual decisions of group members.

b. What appears to happen in groups is that the discussion leads members toward a more extreme view of the position they already held.

c. Group polarization can be viewed as actually a special case of groupthink.d. Using the findings of group shift?

i. Recognize that group decisions exaggerate the initial position of the individual members, that the shift has been shown more often to be toward greater risk, and that which way a group will shift is a function of the members’ pre-discussion inclinations.


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C. Group Decision Making Techniques 1. Most group decision making takes place in interacting groups.

a. In these groups, members meet face to face and rely on both verbal and nonverbal interaction to communicate with each other.

b. Interacting groups often censor themselves and pressure individual members toward conformity of opinion.

c. Brainstorming, the nominal group technique, and electronic meetings have been proposed as ways to reduce many of the problems inherent in the traditional interacting group.

2. Brainstorming can overcome pressures for conformity that dampen creativity.a. In a typical brainstorming session, a half dozen to a dozen people sit

around a table.3. The nominal group technique restricts discussion or interpersonal

communication during the decision making process.a. Group members are all physically present, but members operate

independently.b. The chief advantage of the nominal group technique is that it permits the

group to meet formally but does not restrict independent thinking, as does the interacting group.

4. Each of the four group-decision techniques has its own set of strengths and weaknesses. a. The choice depends on what criteria you want to emphasize and the cost–

benefit trade-off. b. As Exhibit 9-6 indicates, an interacting group is good for achieving

commitment to a solution, brainstorming develops group cohesiveness, and the nominal group technique is an inexpensive means for generating a large number of ideas.

V. Summary and Implications for Managers A. We can draw several implications from our discussion of groups. B. First, norms control behavior by establishing standards of right and wrong. The




the group’s performance-related norms. F. Fifth, diversity appears to have a mixed impact on group performance, with some

studies suggesting that diversity can help performance and others suggesting it can hurt it.

G. Sixth, role conflict is associated with job-induced tension and job dissatisfaction. B. Lastly, people generally prefer to communicate with others at their own status

level or a higher one, rather than with those below them. Specific implications for managers are below:


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6. Consider that the degree of congruence between the employee’s and the manager’s perception of the employee’s job influences the degree to which the manager will judge that employee effective. Therefore, be certain your employees fully understand their roles so you can accurately assess their performance.





EXPANDED CHAPTER OUTLINE

I. Defining and Classifying GroupsA. Definition

1. A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

2. Groups can be either formal or informal. a. Formal groups—those defined by the organization’s structure, with

designated work assignments establishing tasks. i. The behaviors that one should engage in are stipulated by and directed

toward organizational goals. ii. An airline flight crew is an example of a formal group.

b. Informal groups—alliances that are neither formally structured nor organizationally determined.i. Natural formations in the work environment in response to the need

for social contact. ii. Three employees from different departments who regularly eat lunch

together is an informal group. B. Why do people form groups?

1. Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory.

2. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group.a. Social identities help us understand who we are and where we fit in with

other people, but they can have a negative side as well.


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b. Beyond feelings of schadenfreude, in-group favoritism occurs when we see members of our in-group as better than other people and people not in our group as all the same.

c. When do people develop a social identity? Several characteristics make a social identity important to a person.i. Similarity. Not surprisingly, people who have the same values or

characteristics as other members of their organization have higher levels of group identification.

ii. Distinctiveness. People are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics

iii. Status. Because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations.

iv. Uncertainty reduction. Membership in a group also helps some people understand who they are and how they fit into the world.

II. Stages of Group DevelopmentA. The Five-Stage Development Model (Exhibit 9-1)

1. Forming: a. Characterized by a great deal of uncertainty about the group’s purpose,

structure, and leadership. b. Members are trying to determine what types of behavior are acceptable. c. Stage is complete when members have begun to think of themselves as

part of a group. 2. Storming:

a. One of intragroup conflict. Members accept the existence of the group, but there is resistance to constraints on individuality.

b. Conflict over who will control the group. c. When complete, there will be a relatively clear hierarchy of leadership

within the group. 3. Norming:

a. One in which close relationships develop and the group demonstrates cohesiveness.

b. There is now a strong sense of group identity and camaraderie. c. Stage is complete when the group structure solidifies and the group has

assimilated a common set of expectations of what defines correct member behavior.

4. Performing: a. The structure at this point is fully functional and accepted. b. Group energy has moved from getting to know and understand each other

to performing. c. For permanent work groups, performing is the last stage in their

development.


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5. Adjourning: a. For temporary committees, teams, task forces, and similar groups that

have a limited task to perform, there is an adjourning stage. b. In this stage, the group prepares for its disbandment. Attention is directed

toward wrapping up activities. c. Responses of group members vary in this stage. Some are upbeat, basking

in the group’s accomplishments. Others may be depressed over the loss of camaraderie and friendships.

6. Interpretations of the five-stage model a. Many assume that a group becomes more effective as it progresses

through the first four stages.b. While generally true, what makes a group effective is more complex.

i. First, groups proceed through the stages of group development at different rates.

ii. Those with a strong sense of purpose and strategy rapidly achieve high performance and improve over time, whereas those with less sense of purpose actually see their performance worsen over time.

iii. Similarly, groups that begin with a positive social focus appear to achieve the “performing” stage more rapidly.

iv. Nor do groups always proceed clearly from one stage to the next. Storming and performing can occur simultaneously, and groups can even regress to previous stages.

B. An Alternative Model for Temporary Groups with Deadlines1. Temporary groups with deadlines don’t seem to follow the usual five-stage

model. Studies indicate they have their own unique sequencing of actions (or inaction).a. Their first meeting sets the group’s direction. b. This first phase of group activity is one of inertia.c. A transition takes place at the end of this phase, which occurs exactly

when the group has used up half its allotted time. d. A transition initiates major changes.e. A second phase of inertia follows the transition. f. The group’s last meeting is characterized by markedly accelerated activity.

This pattern, called the punctuated-equilibrium model, is shown in Exhibit 9-2.

III. Group Properties: Roles, Norms, Status, Size, and CohesivenessA. Introduction

1. Work groups are not unorganized mobs; they have properties that shape members’ behavior and help ex-plain and predict individual behavior within the group as well as the performance of the group itself.

2. Some of these properties are roles, norms, status, size, cohesiveness, and diversity.

B. Group Property 1: Roles1. Introduction

a. All group members are actors, each playing a role.


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b. A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

c. We are required to play a number of diverse roles, both on and off our jobs.

d. Many of these roles are compatible; some create conflicts. e. Different groups impose different role requirements on individuals.

2. Role perception: One’s view of how one is supposed to act in a given situation is a role perception. a. We get these perceptions from stimuli all around us—friends, books,

movies, television. b. The primary reason that apprenticeship programs exist is to allow

beginners to watch an “expert,” so that they can learn to act as they are supposed to.

3. Role expectations: How others believe you should act in a given situation. a. How you behave is determined to a large extent by the role defined in the

context in which you are acting. b. The psychological contract is an unwritten agreement that exists between

employees and their employer. i. It sets out mutual expectations—what management expects from

workers, and vice versa. c. If role expectations as implied are not met, expect negative effects on

employee performance and satisfaction. 4. Role conflict: At the extreme, two or more role expectations are mutually

contradictory.a. It exists when compliance with one role requirement may make more

difficult the compliance with another. i. During mergers and acquisitions, employees can be torn between their

identities as members of their original organization and of the new parent company.

ii. Organizations structured around multinational operations also have been shown to lead to dual identification, with employees distinguishing between the local division and the international organization.

5. Zimbardo’s prison experimenta. One of the most illuminating role and identity experiments was done a

number of years ago by Stanford University psychologist Philip Zimbardo and his associates. They created a “prison” in the basement of the Stanford psychology building, hired at $15 a day two dozen emotionally stable, physically healthy, law-abiding students who scored “normal average” on extensive personality tests, randomly assigned them the role of either “guard” or “prisoner”, and established some basic rules.

b. It took little time for the “prisoners” to accept the authority positions of the “guards” or and for the mock guards to adjust to their new authority roles. Consistent with social identity theory, the guards came to see the prisoners as a negative out-group, and their comments to researchers showed they had developed stereotypes about the “typical” prisoner


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personality type. After the guards crushed a rebellion attempt on the second day, the prisoners became increasingly passive. Whatever the guards “dished out,” the prisoners took. The prisoners actually began to believe and act as if they were inferior and powerless, as the guards constantly reminded them. And every guard, at some time during the simulation, engaged in abusive, authoritative behavior. One said, “I was surprised at myself…I made them call each other names and clean the toilets out with their bare hands. I practically considered the prisoners cattle, and I kept thinking: ‘I have to watch out for them in case they try something.’” Surprisingly, during the entire experiment—even after days of abuse—not one prisoner said, “Stop this. I’m a student like you. This is just an experiment!”

c. The simulation actually proved too successful in demonstrating how quickly individuals learn new roles. The researchers had to stop end it after only 6 days because of the participants’ pathological reactions. And remember, these were individuals chosen precisely for their normalcy and emotional stability.

d. What should you conclude from this prison simulation? i. The participants had learned stereotyped conceptions of guard and

prisoner roles from the mass media and their own personal experiences in power and powerless relationships at home.

ii. This allowed them easily and rapidly to assume roles that were very different from their inherent personalities.

C. Group Properties 2: Norms 1. Introduction

a. All groups have norms—acceptable standards of behavior that are shared by the group’s members that tell members what they ought and ought not to do under certain circumstances.

b. Performance norms - provide explicit cues about how hard members should work, what the level of output should be, how to get the job done, what level of tardiness is appropriate, and the like. i. These norms are extremely powerful and are capable of significantly

modifying a performance prediction based solely on ability and level of personal motivation.

c. Appearance norms - dress codes, unspoken rules about when to look busy. d. Social arrangement norms - with whom to eat lunch, whether to form

friendships on and off the job.e. Resource allocation norms - assignment of difficult jobs, distribution of

resources, like pay or equipment.2. The Hawthorne Studies

a. Experiments conducted between 1924 and 1932 by Elton Mayo at Western Electric at the company’s Hawthorne Works in Chicago.

b. The Hawthorne researchers began by examining the relationship between the physical environment and productivity. Illumination and other working conditions were selected to represent this physical environment. i. The researchers’ initial findings contradicted their anticipated results.


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c. As a follow-up the researchers began a second set of experiments in the relay assembly test room at Western Electric.i. Observations covering a multiyear period found this small group’s

output increased steadily.ii. It became evident this group’s performance was significantly

influenced by its status as “special.”d. In essence, workers in both the illumination and assembly-test-room

experiments were reacting to the increased attention they received.e. A third study, in the bank wiring observation room, was introduced to

ascertain the effect of a sophisticated wage incentive plan.i. The most important finding of this study was that employees did not

individually maximize their outputs.ii. Their output became controlled by a group norm that determined what

was a proper day’s work.iii. Interviews determined the group was operating well below its

capability and was leveling output to protect itself.f. Members were afraid that if they significantly increased their output, the

unit incentive rate would be cut, the expected daily output would be increased, layoffs might occur, or slower workers would be reprimanded.

g. The norms the group established included a number of “don’ts”:i. Don’t be a rate-buster, turning out too much work.ii. Don’t be a chiseler, turning out too little work. iii. Don’t squeal on any of your peers.

h. How did the group enforce these norms?i. The methods included sarcasm, name-calling, ridicule, and even

punches to the upper arm of any member who violated the group’s norms.

ii. Members also ostracized individuals whose behavior was against the group’s interest.

3. Conformitya. There is considerable evidence that groups can place strong pressures on

individual members to change their attitudes and behaviors to conform to the group’s standard.

b. The pressure that groups exert for conformity was demonstrated by Solomon Asch. i. Groups of seven or eight people were asked to compare two cards held

by the experimenter. One card had one line; the other had three lines of varying length. Under ordinary conditions, subjects made less than one percent error. (Exhibit 9-3)

ii. The experiment began with several sets of matching exercises. All the subjects gave the right answers.

iii. On the third set, however, the first subject gave an obviously wrong answer, the next subject gave the same wrong answer, and so did the others until it got to the unknowing subject.

iv. The results demonstrated that over many experiments and many trials, subjects conformed in about 37% of the trials; the subjects gave


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answers that they knew were wrong but that were consistent with the replies of other group members.

v. Has time altered the validity of these findings of nearly 50 years ago, and are they generalizable across cultures?

vi. There have been changes in the level of conformity over time. Levels of conformity have steadily declined.

vii. Asch’s findings are culture-bound. Conformity to social norms is higher in collectivist cultures than in individualistic cultures.

c. Individuals conform to the important groups to which they belong or hope to belong. i. However, all groups do not impose equal conformity pressures on their

members. Important groups are referred to as reference groups. ii. The reference group is characterized as one where the person is aware

of the others; the person defines himself or herself as a member, or would like to be a member; and the person feels that the group members are significant to him/her.

4. Deviant workplace behavior a. This term covers a full range of antisocial actions by organizational

members that intentionally violate established norms and that result in negative consequences for the organization, its members, or both. (Exhibit 9-4)

b. Rudeness is on the rise and 12 percent of those who experienced it actually quit their jobs.

c. When deviant workplace behavior occurs it can affect employee commitment, cooperation, and motivation. This could lead to performance issues and a lack of job satisfaction.

d. Someone who ordinarily wouldn’t engage in deviant behavior might be more likely to do so when working in a group.

e. Deviant behavior depends on the accepted norms of the group—or even whether an individual is part of a group.

D. Group Property 3: Status1. Status is a socially defined position or rank given to groups or group

members by others. 2. What determines status?

a. Status characteristics theory – differences in status characteristics create status hierarchies within groups. i. Status derived from one of three sources:

(a) The power a person wields over others. (b) A person’s ability to contribute to group’s goals. (c) Individual’s personal characteristics.

3. Status and norms a. High-status members of groups often are given more freedom to deviate

from norms than other group members. b. High-status people also are better able to resist conformity pressures.

4. Status and group interactiona. Interaction is influenced by status.


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b. High-status people tend to be assertive.c. Status differences inhibit diversity of ideas & creativity.d. Lower-status members tend to be less active.

5. Status inequity a. When inequity is perceived, it creates disequilibrium that results in

corrective behavior. b. Hierarchical groups can lead to resentment among those at the lower end

of the status continuum. c. Large differences in status within groups are also associated with poorer

individual performance, lower health, and higher intentions to leave the group.

d. Groups generally agree within themselves on status criteria; hence, there is usually high concurrence in group rankings of individuals.

e. Managers who occupy central positions in their social networks are typically seen as higher in status by their subordinates, and this position translates into greater influence over the group’s functioning.

f. Individuals can find themselves in conflicts when they move between groups whose status criteria are different, or when they join groups whose members have heterogeneous backgrounds. i. Business executives may use personal income or the growth rate of

their companies as determinants of status. ii. Government bureaucrats may use the size of their budgets, and blue-

collar workers years of seniority. g. When groups are heterogeneous or when heterogeneous groups must be

interdependent, status differences may initiate conflict as the group attempts to reconcile the differing hierarchies. i. As we’ll see in Chapter 10, this can be a problem when management

creates teams of employees from varied functions.6. Status and stigmatization

a. Studies have shown that people who are stigmatized against can “infect” others with their stigma. i. This “stigma by association” effect can result in negative opinions and

evaluations of the person affiliated with the stigmatized individual, even if the association is brief and purely coincidental.

b. While affiliating with a stigmatized individual can damage a person’s reputation, the opposite is true when it comes to affiliating with a high-status person.

E. Group Property 4: Size1. The size of a group affects the group’s overall behavior, but the effect depends

on the dependent variables. a. If the group is engaged in problem solving, large groups consistently do

better. b. Large groups—a dozen or more members—are good for gaining diverse

input. c. Smaller groups—seven members—are better at doing something

productive with that input.


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2. Social loafing is the tendency for individuals to expend less effort when working collectively than when working individually.

3. A common stereotype about groups is that team spirit spurs individual effort and enhances overall productivity. a. In the late 1920s, a German psychologist named Max Ringelmann

compared the results of individual and group performance on a rope-pulling task. i. Ringelmann’s results showed that groups of three people exerted a

force only two-and-a-half times the average individual performance. Groups of eight collectively achieved less than four times the solo rate.

ii. Increases in group size are inversely related to individual performance. iii. Replications of Ringelmann’s research generally support his findings.

b. Causes of social loafingi. A belief that others in the group are not carrying their fair share.ii. The dispersion of responsibility and the relationship between an

individual’s input and the group’s output is clouded. iii. There will be a reduction in efficiency where individuals think that

their contribution cannot be measured. c. Social loafing appears to have a Western bias.

i. It’s not consistent with individualistic cultures, such as the United States and Canada that are dominated by self-interest.

ii. It is consistent with collective societies, in which individuals are motivated by in-group goals. (a) In studies comparing U.S. employees with employees from the

People’s Republic of China and Israel (both collectivist societies), the Chinese and Israelis showed no propensity to engage in social loafing and actually performed better in a group than alone.

d. Preventing social loafingi. Set group goals, so the group has a common purpose to strive toward.ii. Increase intergroup competition, which again focuses on the shared

outcome.iii. Engage in peer evaluation so each person evaluates each other

person’s contribution.iv. Select members who have high motivation and prefer to work in

groups.v. If possible, base group rewards in part on each member’s unique

contributions.F. Group Property 5: Cohesiveness (Exhibit 9-5)

1. Groups differ in their cohesiveness – the degree to which members are attracted to each other and are motivated to stay in the group.

2. Cohesiveness is important because it is related to the group’s productivity. 3. The relationship of cohesiveness and productivity depends on the

performance-related norms established by the group.4. If performance-related norms are high, a cohesive group will be more

productive.


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5. If cohesiveness is high and performance norms are low, productivity will be low.

6. How to encourage group cohesiveness: a. Make the group smaller. b. Encourage agreement with group goals. c. Increase the time members spend together. d. Increase the status of the group and the perceived difficulty of attaining

membership in the group. e. Stimulate competition with other groups. f. Give rewards to the group rather than to individual members. g. Physically isolate the group.

G. Group Property 6: Diversity1. The final property of groups we consider is diversity in the group’s

membership, the degree to which members of the group are similar to, or different from, one another.

2. A great deal of research is being done on how diversity influences group performance.a. Some looks at cultural diversity and some at racial, gender, and other

differences. b. Overall, studies identify both benefits and costs from group diversity.c. Diversity appears to increase group conflict, especially in the early stages

of a group’s tenure, which often lowers group morale and raises dropout rates.

d. One study compared groups that were culturally diverse (composed of people from different countries) and homogeneous (composed of people from the same country). i. On a wilderness survival exercise (not unlike the Experiential Exercise

at the end of this chapter), the groups performed equally well, but the diverse groups were less satisfied with their groups, were less cohesive, and had more conflict.

e. Another study examined the effect of differences in tenure on the performance of 67 engineering research and development groups. i. When most people had roughly the same level of tenure, performance

was high, but as tenure diversity increased, performance dropped off. There was an important qualifier: higher levels of tenure diversity were not related to lower performance for groups when there were effective team-oriented human resources practices.

f. Teams in which members’ values or opinions differ tend to experience more conflict, but leaders who can get the group to focus on the task at hand and encourage group learning are able to reduce these conflicts and enhance discussion of group issues.

g. It seems diversity can be bad for performance even in creative teams, but appropriate organizational support and leadership might offset these problems.

3. However, culturally and demographically diverse groups may perform better over time—if they can get over their initial conflicts.


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a. Surface-level diversity—in observable characteristics such as national origin, race, and gender—alerts people to possible deep-level diversity—in underlying attitudes, values, and opinions. i. One researcher argues, “The mere presence of diversity you can see,

such as a person’s race or gender, actually cues a team that there’s likely to be differences of opinion.”

ii. Although those differences can lead to conflict, they also provide an opportunity to solve problems in unique ways.

iii. One study of jury behavior found diverse juries more likely to deliberate longer, share more information, and make fewer factual errors when discussing evidence.

iv. Two studies of MBA student groups found surface-level diversity led to greater openness even without deep-level diversity. (a) Here, surface-level diversity may subconsciously cue team

members to be more open-minded in their views.4. The impact of diversity on groups is mixed.

a. It is difficult to be in a diverse group in the short term. b. However, if members can weather their differences, over time diversity

may help them be more open-minded and creative and to do better. c. But even positive effects are unlikely to be especially strong. As one

review stated, “The business case (in terms of demonstrable financial results) for diversity remains hard to support based on the extant research.”

5. One possible side effect in diverse teams – especially those that are diverse in terms of surface level characteristics – is faultlines, or perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.a. Research on faultlines has shown that splits such as these are generally

detrimental to group functioning and performance.b. Overall, although research on faultlines suggests that diversity in groups is

a potential double-edged sword, recent work indicates they can be strategically employed to improve performance.

IV. Group Decision MakingA. Groups Versus the Individual

1. Strengths of group decision making:a. Groups generate more complete information and knowledge. b. They offer increased diversity of views. c. This opens up the opportunity for more approaches and alternatives to be

considered. d. The evidence indicates that a group will almost always outperform even

the best individual. e. Groups lead to increased acceptance of a solution.

2. Weaknesses of group decision making: a. It is time consuming. b. There is a conformity pressure in groups. c. One or a few members can dominate group discussion.


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d. Group decisions suffer from ambiguous responsibility. 3. Effectiveness and efficiency

a. Whether groups are more effective than individuals depends on the criteria you use.

b. In terms of accuracy, group decisions will tend to be more accurate. c. On the average, groups make better-quality decisions than individuals. d. If decision effectiveness is defined in terms of speed, individuals are

superior. e. If creativity is important, groups tend to be more effective than

individuals. f. If effectiveness means the degree of acceptance the final solution

achieves, groups are better. g. In terms of efficiency, groups almost always stack up as a poor second to

the individual decision maker. The exceptions tend to be those instances where, to achieve comparable quantities of diverse input, the single decision maker must spend a great deal of time reviewing files and talking to people.

4. Summary a. Groups offer an excellent vehicle for performing many of the steps in the

decision making process. b. They are a source of both breadth and depth of input for information

gathering. c. When the final solution is agreed upon, there are more people in a group

decision to support and implement it. d. Group decisions consume time, create internal conflicts, and generate

pressures toward conformity. B. Groupthink and Groupshift

1. Groupthink is related to norms.a. It describes situations in which group pressures for conformity deter the

group from critically appraising unusual, minority, or unpopular views. b. Groupthink is a disease that attacks many groups and can dramatically

hinder performance. 2. Groupshift

a. In groupshift, which describes the way of discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions they hold.

b. In some situations, caution dominates and there is a conservative shift, while in others, groups tend toward a risky shift.

3. Groupthinka. The phenomenon that occurs when group members become so enamored

of seeking concurrence is that the norm for consensus overrides the realistic appraisal of alternative courses of action and the full expression of deviant, minority, or unpopular views.

b. It is deterioration in an individual’s mental efficiency, reality testing, and moral judgment as a result of group pressures.

c. Symptoms of groupthink include:


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i. Group members rationalize any resistance to the assumptions they have made.

ii. Members apply direct pressures on those who momentarily express doubts.

iii. Those members who hold differing points of view seek to avoid deviating from group consensus by keeping silent.

iv. There appears to be an illusion of unanimity.d. Groupthink appears to be closely aligned with the conclusions Asch drew

from his experiments on the lone dissenter. i. The results were that individuals who hold a position different from

the majority are put under pressure to suppress or change their true beliefs.

e. Groupthink does not attack all groups. i. It occurs most often where there is a clear group identity, where

members hold a positive image of their group, which they want to protect, and where the group perceives a collective threat to this positive image.

f. How to minimize groupthink: i. Monitor group size.ii. Encourage group leaders to play an impartial role. iii. Appoint one group member to play the role of devil’s advocate. iv. Utilize exercises that stimulate active discussion of diverse alternatives

without threatening the group and intensifying identity protection. 4. Group shift and group polarization

a. There are differences between group decisions and the individual decisions of group members.

b. What appears to happen in groups is that the discussion leads members toward a more extreme view of the position they already held.i. Conservatives become more cautious, and more aggressive types take

on more risk. ii. The group discussion tends to exaggerate the initial position of the

group.c. Group polarization can be viewed as actually a special case of groupthink.

i. The decision of the group reflects the dominant decision making norm that develops during the group’s discussion.

ii. Whether the shift in the group’s decision is toward greater caution or more risk depends on the dominant pre-discussion norm.(a) The shift toward polarization has generated several explanations.

(i) It’s been argued, for instance, that discussion makes the members more comfortable with each other and, thus, more willing to express extreme versions of their original positions.

(ii) Another argument is that the group diffuses responsibility. (iii) Group decisions free any single member from

accountability for the group’s final choice, so more extreme position can be taken.


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(iv)It’s also likely that people take on extreme positions because they want to demonstrate how different they are from the out-group.

(v) People on the fringes of political or social movements take on ever- more extreme positions just to prove they are really committed to the cause, whereas those who are more cautious tend to take exceptionally moderate positions to demonstrate how reasonable they are.

d. Using the findings of groupshift? i. Recognize that group decisions exaggerate the initial position of the

individual members, that the shift has been shown more often to be toward greater risk, and that which way a group will shift is a function of the members’ pre-discussion inclinations.

C. Group Decision-Making Techniques 1. Most group decision making takes place in interacting groups.

a. In these groups, members meet face to face and rely on both verbal and nonverbal interaction to communicate with each other.

b. Interacting groups often censor themselves and pressure individual members toward conformity of opinion.

c. Brainstorming, the nominal group technique, and electronic meetings have been proposed as ways to reduce many of the problems inherent in the traditional interacting group.

2. Brainstorming is meant to overcome pressures for conformity in the interacting group that retard the development of creative alternatives.a. In a typical brainstorming session, a half dozen to a dozen people sit

around a table.b. The process:

i. The group leader states the problem clearly.ii. Members then “free-wheel” as many alternatives as they can in a given

length of time.iii. No criticism is allowed, and all the alternatives are recorded for later

discussion and analysis.iv. One idea stimulates others, and group members are encouraged to

“think the unusual.”3. The nominal group technique restricts discussion or interpersonal

communication during the decision making process.a. Group members are all physically present, but members operate

independently.b. Specifically, a problem is presented, and then the following steps take

place:i. Before any discussion takes place, each member independently writes

down his or her ideas on the problem. ii. After this silent period, each member presents one idea to the group. iii. The group now discusses the ideas for clarity and evaluates them. iv. Each group member silently and independently rank-orders the ideas.


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(a) The idea with the highest aggregate ranking determines the final decision.

c. The chief advantage of the nominal group technique is that it permits the group to meet formally but does not restrict independent thinking, as does the interacting group.

4. Each of the four group-decision techniques has its own set of strengths and weaknesses. a. The choice depends on what criteria you want to emphasize and the cost–

benefit trade-off. b. As Exhibit 9-6 indicates, an interacting group is good for achieving

commitment to a solution, brainstorming develops group cohesiveness, and the nominal group technique is an inexpensive means for generating a large number of ideas.

V. Summary and Implications for Managers A. We can draw several implications from our discussion of groups. B. First, norms control behavior by establishing standards of right and wrong. The




the group’s performance-related norms. F. Fifth, diversity appears to have a mixed impact on group performance, with some

studies suggesting that diversity can help performance and others suggesting it can hurt it.

G. Sixth, role conflict is associated with job-induced tension and job dissatisfaction. H. Lastly, people generally prefer to communicate with others at their own status

level or a higher one, rather than with those below them. Specific implications for managers are below:1. Consider that the degree of congruence between the employee’s and the

manager’s perception of the employee’s job influences the degree to which the manager will judge that employee effective. Therefore, be certain your employees fully understand their roles so you can accurately assess their performance.





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Myth or Science? “U.S. Workers Are More Biased Than Asians”

This exercise contributes to: Learning Objectives: Show how role requirements change in different situations; Demonstrate how norms and status exert influence on an individual’s behavior Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Diversity and multicultural work environment; Reflective thinking

This statement has some truth to it. But first let’s review what we mean by “bias.”When people are placed into groups, they often exhibit an in-group bias—they tend to favor members of their group regardless of whether they deserve it. Characteristics such as race, gender, and nationality are commonly investigated causes of in-group bias. However, nearly any identity can activate in-group bias, even when individuals are randomly assigned to groups and given a group identity. So, if you’re placed arbitrarily in the Slytherin group, you automatically favor them over Hufflepuff, Gryffindor, and Ravenclaw.

In-group bias happens because when group identity is salient to people—which it often is—they tend to simplify; they see themselves as more similar to other group members, and less similar to out-group members, than is really the case.

Recent research suggests that Asians exhibit less in-group bias than U.S. workers. One study asked Chinese students at Peking University and U.S. students at University of California–Berkeley to describe the degree to which a set of 16 favorable/unfavorable characteristics (intelligent/foolish, loyal/undependable) described the family member they were closest to. Chinese students described their closest family members significantly less favorably than did the U.S. students. In another study, when Chinese and U.S. subjects were asked to evaluate cultural stereotypes of their nationalities in general (intelligent, hard-working, leaderlike, and so on), the U.S. respondents were more likely to favor their group than were the Chinese.

Although Asians demonstrate less in-group bias, they appear to stereotype more than U.S. workers. In other words, they tend to ascribe individual traits to entire groups of people and then infer traits on the basis of a person’s perceived group membership (e.g., “information technology people are nerdy; Jerry works in information technology, therefore Jerry is nerdy”). Why do these differences exist? Regarding intergroup bias, it may be that Asians score higher on dialecticism—the tendency to be more comfortable with contradiction (yin and yang), change (nothing is permanent), and holism (everything has both good and bad). Regarding stereotyping, it may be that Asians, because they are more collectivist than U.S. workers, place a greater importance on social groups and thus arrange their perceptions more in terms of group memberships.


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Sources: C. Ma-Kellams, J. Spencer-Rodgers, and K. Peng, “I Am Against Us? Unpacking Cultural Differences in Ingroup Favoritism Via Dialecticism,” Personality and Social Psychology Bulletin 37, no. 1 (2011), pp. 15–27; A. E. Giannakakis and I. Fritsche, “Social Identities, Group Norms, and Threat: On the Malleability of Ingroup Bias,” Personality and Social Psychology Bulletin 37, no. 1 (2011), pp. 82–93; and T. E. DiDonato, J. Ullrich, and J. I. Krueger, “Social Perception as Induction and Inference: An Integrative Model of Intergroup Differentiation, Ingroup Favoritism, and Differential Accuracy,” Journal of Personality and Social Psychology 100, no. 1 (2011), pp. 66–83; and J. Spencer-Rodgers, M. J. Williams, D. L. Hamilton, K. Peng, and L. Wang, “Culture and Group Perception: Dispositional and Stereotypic Inferences About Novel and National Groups,” Journal of Personality and Social Psychology 93, no. 4 (2007), pp. 525–543.

Class Exercise

1. Divide the class into groups of three to five students each.2. Ask each group to view the scene from the movie Gung Ho at

http://klipd.com/watch/gung-ho/car-plant-scene . 3. Ask the groups to evaluate the differences between the group of American

workers and the group of Japanese executives.4. Among the things they should address is the cohesiveness of the American group

resulting in a higher positive group bias. The Japanese executives are more formal and less tolerate of behavior showing bias among the members.

Teaching Notes

This exercise is applicable to face-to-face classes or synchronous online classes such as BlackBoard 9.1, Breeze, WIMBA, and Second Life Virtual Classrooms. See http://www.baclass.panam.edu/imob/SecondLife for more information.

An Ethical ChoiceUsing Peer Pressure as an Influence Tactic

This exercise contributes to: Learning Objective: Demonstrate how norms and status exert influence on an individual’s behavior Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Ethical understanding and reasoning; Reflective thinking

We’ve all experienced peer pressure, and it can be hard to behave differently from your friends and co-workers. As more work in organizations is performed in groups and teams, the possibilities and pitfalls of such pressure have become an increasingly important ethical issue for managers.

Peer pressure can be a positive force in some ways. In groups or departments where high effort and performance are the norms, peer pressure from co-workers, whether direct or indirect, can encourage high performance from those not meeting expectations. For example, vehicle accidents at a Ghanaian gold mine were lowered when good drivers, rather than managers or staff professionals, trained new drivers. A team with a norm toward behaving ethically could also use peer pressure directly to minimize negative


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http://www.baclass.panam.edu/imob/SecondLife

http://klipd.com/watch/gung-ho/car-plant-scene


behavior. Thus, peer pressure can promote all sorts of good behaviors, from donating to charity to working for the Salvation Army.

However, as the chapter has shown, peer pressure can also be destructive. It can create a feeling of exclusion in those who do not go along with group norms and can be very stressful and hurtful for those who don’t see eye-to-eye with the rest of the group. Peer pressure itself might become an unethical practice that unduly influences workers’ behavior and thoughts. And while groups might pressure others into performing good behaviors, they can just as easily pressure them into performing bad behaviors.

Should you use group peer pressure? As a leader, you may need to. One recent survey found that only 6 percent of leaders reported being able to successfully influence their employees. If you do use peer pressure to encourage individuals to work toward team goals and behave consistently with organizational values, it can enhance ethical performance. But your behavior should emphasize acceptance and rewarding of positive behavior, rather than rejection and exclusion, as a means of getting everyone to behave consistently in a group.

Sources: Based on: A. Verghese, “The Healing Power of Peer Pressure,” Newsweek (March 14, 2011), www.newsweek.com; T. Rosenberg, Join the Club: How Peer Pressure Can Transform the World (New York: W. W. Norton & Company, 2011); and J. Meer, “Brother, Can You Spare a Dime? Peer Pressure in Charitable Solicitation,” Journal of Public Economics 95, no. 7–8 (2011), pp. 926–941; and L. Potter, “Lack Influence at Work? Why Most Leaders Struggle to Lead Positive Change,” The Wall Street Journal (May 14, 2013), downloaded on May 28, 2013, from www.online.wsj.com.

Class Exercise

1. Divide the class into teams of three to five students each.2. Ask each team to view scenes from the movie The Music Man. The first can be

seen at http://www.youtube.com/watch?v=LI_Oe-jtgdI and the second at http://www.youtube.com/watch?v=npHJ5Dzrjx8&feature=related.

3. These scenes are important—first is the scene where Professor Hill is looking for a problem that affects the people of River City, and he breaks into the song Trouble. Right Here in River City. The second is the scene at the high school gym for the Fourth of July ceremony that ends with the song Seventy-Six Trombones.

4. Ask students to evaluate how group pressure is used by Hill to sway the behavior of the town’s people in the direction he desires. They should evaluate the process as follows:a. Hill finds a subject that’s important to the townspeople—the morals of their

children.b. Hill persuasively targets that common concern using very persuasive

argument about the dangers, even if they are not really all that serious.c. His actions at the Fourth of July ceremony thrust the peoples’ opinions into

the idea that occupying the children in a summer band will prevent the moral danger.

d. People come together as a group with a social norm that the band is a legitimate solution to the common perceived problem.

e. This is a manipulative use of the concept that develops quickly. Could this technique be used to promote positive behaviors in a group?


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http://www.youtube.com/watch?v=npHJ5Dzrjx8&feature=related

http://www.youtube.com/watch?v=LI_Oe-jtgdI

http://www.online.wsj.com/


Teaching Notes


glOBalization! Making Global Virtual Teams Effective

This exercise contributes to: Learning Objective: Contrast the benefits and disadvantages of cohesive groupsLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Diversity and multicultural work environment; Reflective thinking

Having a group whose members live and work in different countries once seemed impossible, but today virtual teams have become relatively common. In some cases, the group members never meet face-to-face, instead, conducting all their work over email, phone calls, and videoconferencing tools like such as Skype.

Although global virtual teams present many challenges, such as ensuring smooth coordination, establishing trust, and overcoming cultural differences in communication, they also present many opportunities. Many companies utilize them to make sure the most qualified individuals are assigned to top projects.

Besides providing advanced technology to facilitate communication, organizations can do a number of things to make it more likely that global virtual teams succeed. These include ensuring sufficient time for preparation activities such as setting goals, formulating group strategy, and conducting ongoing analyses of the group’s mission. This preparation, along with making tasks interdependent to create the need for collaborative interaction, ensures that everyone in the group has the same understanding of who knows what and who does what.

If you find yourself on a global virtual team, be aware that individuals from different cultures arrive at decisions differently. For example, while U.S. managers prefer to gather input from others and quickly implement a decision, managers from Sweden lean toward consensus building, which although lengthy can lead to greater commitment to the ultimate decision. And in France, debate and conflict are viewed as part of good decision making. Thus, both organizations and employees need to recognize that global virtual teams often require different strategies from traditional teams in order to be effective.

Sources: E. Meyer, “The Four Keys to Success with Virtual Teams,” Forbes (August 19, 2010), downloaded on May 31, 2013, from


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www.forbes.com; and M. T. Maynard, J. E. Mathieu, T. L. Rapp, and L. L. Gibson, “Something(s) Old and Something(s) New: Modeling Drivers of Global Virtual Team Effectiveness,” Journal of Organizational Behavior 33 (2012), pp. 342–-365.

Class Exercise

1. Divide the class into teams of three to five students each.2. Ask each team to explore http://riccentre.ca/2013/08/technology-tools-to-help-

manage-global-teams/ and http://rw-3.com/demo/GTT/GTTdemo.html. 3. Ask students to assess the effectiveness of each of the tools for global virtual

teams. They should decide as a team which of the tools are more advantageous than others.

4. Place the tools in a priority list that would be emphasized in managing a virtual team.

Teaching Notes


Point/Counterpoint People Are More Creative When They Work Alone

This exercise contributes to: Learning Objective: Define group, and distinguish between different types of groupsLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

Point

I know groups are all the rage. Businesses are knocking down walls and cubicles to create more open, “collaborative” environments. “Self-managing teams” are replacing the traditional middle manager. Students in universities are constantly working on group projects, and even young children are finding themselves learning in small groups.

I also know why groups are all the rage. Work, they say, has become too complex for individuals to perform alone. Groups are better at brainstorming and coming up with creative solutions to complicated problems. Groups also produce higher levels of commitment and satisfaction—so long as group members develop feelings of cohesiveness and trust one another.

But for every group that comes up with a creative solution, I’ll show you twice as many individuals who would come up with a better solution had they only been left alone.


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http://rw-3.com/demo/GTT/GTTdemo.html

http://riccentre.ca/2013/08/technology-tools-to-help-manage-global-teams/

http://riccentre.ca/2013/08/technology-tools-to-help-manage-global-teams/


Consider creative geniuses like DaVinci, Newton, and Picasso. Or more recently, Steve Wozniak, the co-founder of Apple Computer. All were introverts who toiled by themselves. According to Wozniak, “I’m going to give you some advice that might be hard to take. That advice is: Work alone…not on a committee. Not on a team.”

But enough anecdotal evidence. Research has also shown that groups can kill creativity. One study found that computer programmers at companies that give them privacy and freedom from interruptions outperformed their counterparts at companies that forced more openness and collaboration. Or consider Adrian Furnham, an organizational psychologist whose research led him to conclude that “business people must be insane to use brainstorming groups.” People slack off in groups, and they’re afraid to communicate any ideas that might make them sound dumb. These problems don’t exist when people work alone.

So take Picasso’s advice: “Without great solitude, no serious work is possible.”

Counterpoint

I’ll grant your point that there are circumstances in which groups can hinder creative progress, but if the right conditions are put in place, groups are simply much better at coming up with novel solutions to problems than are individuals. Using strategies such as the nominal group technique, generating ideas electronically rather than face-to-face, and ensuring that individuals do not evaluate others’ ideas until all have been generated are just a few ways you can set up groups for creative success.

The fact of the matter is that problems are too complex these days for individuals to effectively perform alone. Consider the Rovers launched by NASA to roam around Mars collecting data. An accomplishment like that is made possible only by a group, not a lone individual. Steve Wozniak’s collaboration with Steve Jobs is what really made Apple sail as a company.

In addition, considerable research information shows that the most influential research is conducted by teams of academics, rather than individuals. Indeed, if you look at recent Nobel Prize winners in areas such as economics, physics, and chemistry, the majority have been won by academics who collaborated on the research.

So if you want creativity, two heads are in fact better than one.

Sources: S. Cain, “The Rise of the New Groupthink,” The New York Times (January 15, 2012), pp. 1, 6; and C. Faure, “Beyond Brainstorming: Effects of Different Group Procedures on Selection of Ideas and Satisfaction with the Process,” Journal of Creative Behavior 38 (2004), pp. 13–34.

Class Exercise:

1. Divide the class into pared teams of three to five students each.2. Assign one team in each pair to take the Point position and the other in the pair to

take the Counterpoint position.


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3. Have each side prepare a presentation to support its position.4. Have each pair present the Point and Counterpoint arguments.5. Ask the class to vote on the debate that was the most creative, well supported, and

persuasive.

Teaching Notes


Questions for Review

9-1. Define group. What are the different types of groups?Answer: A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. It is possible to sub-classify groups as command, task, interest, or friendship groups. A command group is determined by the organization chart. It is composed of direct reports to a given manager. Task groups—organizationally determined, represent those working together to complete a job task. A task group’s boundaries are not limited to its immediate hierarchical superior. It can cross command relationships. For instance, if a college student is accused of a campus crime, it may require communication and coordination among the dean of academic affairs, the dean of students, the registrar, the director of security, and the student’s advisor. All command groups are also task groups, but the reverse need not be true. An interest group is people who affiliate to attain a specific objective with which each is concerned. Friendship groups often develop because the individual members have one or more common characteristics. Social alliances, which frequently extend outside the work situation, can be based on similar age or ethnic heritage.Learning Objective: Define group, and distinguish between different types of groupsLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

9-2. What are the five stages of group development?Answer:

The first stage is forming.o Characterized by a great deal of uncertainty about the group’s

purpose, structure, and leadership.o Members are trying to determine what types of behavior are

acceptable.


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o Stage is complete when members have begun to think of themselves as part of a group.

The second stage is storming.o One of intragroup conflict.o Members accept the existence of the group, but there is resistance

to constraints on individuality. o There is conflict over who will control the group.o When complete, there will be a relatively clear hierarchy of

leadership within the group. The third stage is norming.

o One in which close relationships develop and the group demonstrates cohesiveness.

o There is now a strong sense of group identity and camaraderie. o The stage is complete when the group structure solidifies and the

group has assimilated a common set of expectations of what defines correct member behavior.

The fourth stage is performing. o The structure at this point is fully functional and accepted. o Group energy has moved from getting to know and understand

each other to performing. The fifth stage is adjourning.

o Group gets ready to disband.o Attention is focused on wrapping up activities.

Learning Objective: Identify the five stages of group developmentLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

9-3. Do role requirements change in different situations? If so, how?Answer: Different groups impose different role requirements of individuals.

Role Perception - An individual’s view of how he or she is supposed to act in a given situation – received by external stimuli.

Role Expectations - How others believe a person should act in a given situation.

Psychological Contract: an unwritten agreement that sets out mutual expectations of management and employees.

Role Conflict - A situation in which an individual is confronted by divergent role expectations.

Learning Objective: Show how role requirements change in different situations Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

9-4. How do group norms and status influence an individual’s behavior?Answer: All groups have norms—acceptable standards of behavior that are shared by the group’s members. Norms tell members what they ought and ought not to do under certain circumstances. Norms are important because they:


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Facilitate the group’s survival. Increase the predictability of group members’ behaviors. Reduce embarrassing interpersonal problems for group members. Allow members to express the central values of the group and clarify what is

distinctive about the group’s identity.There is considerable evidence that groups can place strong pressures on individual members to change their attitudes and behaviors to conform to the group’s standard. Status is a socially defined position or rank given to groups or group members by others. We live in a class-structured society despite all attempts to make it more egalitarian. High-status members of groups often are given more freedom to deviate from norms than other group members. High-status people also are better able to resist conformity pressures. The previous findings explain why many star athletes, famous actors, top-performing salespeople, and outstanding academics seem oblivious to appearance or social norms.Learning Objective: Demonstrate how norms and status exert influence on an individual’s behaviorLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

9-5. How does group size affect performance? Answer: Group size does affect performance. More than 12 people are considered a large group and seven or fewer are considered a small group. Groupthink is the tendency for individuals to expend less effort when working collectively than when working individually. The Ringelmann’s Rope Pull: greater levels of productivity but with diminishing returns as group size increases, caused by either equity concerns or a diffusion of responsibility (free riders). As a manager, you need to build in individual accountability. To prevent social loafing, a manager can set group goals, increase intergroup competition, use peer evaluation, and distribute group rewards based on individual effort.Learning Objective: Show how group size affects group performanceLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

9-6. What are the advantages and limitations of cohesive groups?Answer: Cohesiveness is the degree to which group members are attracted to each other and are motivated to stay in the group. Cohesiveness has been linked to productivity. When performance-related norms, established by the group are high, a cohesive group will be more productive than one that is less cohesive. If cohesiveness is high and performance norms are low, productivity will also be low. There are ways for managers to increase cohesiveness: Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficulty. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.


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Learning Objective: Contrast the benefits and disadvantages of cohesive groups Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

9-7. What are the implications of diversity for group effectiveness?Answer: Diversity appears to have a mixed impact on group performance, with some studies suggesting that diversity can help performance and others suggesting it can hurt it. It appears the situation makes a difference in whether positive or negative results predominate.Learning Objective: Explain the implications of diversity for group effectiveness Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

9-8. What are the strengths and weaknesses of group (versus individual) decision making?Answer: Group Strengths:

o Generate more complete information and knowledgeo Offer increased diversity of views and greater creativityo Increased acceptance of decisionso Generally more accurate (but not as accurate as the most accurate

group member Group Weaknesses:

o Time-consuming activityo Conformity pressures in the groupo Discussions can be dominated by a few memberso A situation of ambiguous responsibility

Learning Objective: Contrast the strengths and weaknesses of group decision making Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Analytical skills; Reflective thinking

9-9. How effective are interacting, brainstorming, nominal, and electronic meeting groups?Answer: Brainstorming is an idea-generating process designed to overcome pressure for conformity. Brainstorming usually generates ideas but may not be in the most efficient manner. Nominal Group Technique (NGT) works by restricting discussion during the decision making process. Members are physically present but operate independently. Nominal groups usually outperform brainstorming. Electronic Meeting uses computers to hold large meetings of up to 50 people. The early evidence indicates that electronic meetings don’t achieve most of their proposed benefits. Numerous studies have found that electronic meetings actually lead to decreased group effectiveness, required more time to complete tasks, and resulted in reduced member satisfaction when compared to face-to-face groups.Learning Objective: Compare the effectiveness of interacting, brainstorming, and the nominal group techniqueLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking


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Experiential ExerciseSurviving the Wild: Join a Group or Go It Alone?

This exercise contributes to: Learning Objective: Contrast the strengths and weaknesses of group decision making Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

You are a member of a hiking party. After reaching base camp on the first day, you decide to take a quick sunset hike by yourself. After hiking a few exhilarating miles, you decide to return to camp. On your way back, you soon realize that you are lost. You have shouted for help, to no avail. It is now dark. And getting cold.

Your Task Without communicating with anyone else in your group, read the following scenarios and choose the best answer. Keep track of your answers on a sheet of paper. You have 10 minutes to answer the 10 questions.

9-10. The first thing you decide to do is to build a fire. However, you have no matches, so you use the bow-and-drill method. What is the bow-and-drill method?a. A dry, soft stick is rubbed between one’s hands against a board of supple

green wood.b. A soft green stick is rubbed between one’s hands against a hardwood board.c. A straight stick of wood is quickly rubbed back-and-forth against a dead tree.d. Two sticks (one being the bow, the other the drill) are struck to create a

spark.*

9-11. It occurs to you that you can also use the fire as a distress signal. When signaling with fire, how do you form the international distress signal?a. 2 firesb. 4 fires in a squarec. 4 fires in a crossd. 3 fires in a line*

9-12. You are very thirsty. You go to a nearby stream and collect some water in the small metal cup you have in your backpack. How long should you boil the water?a. Fifteen minutesb. A few secondsc. One hourd. Depends on the altitude*


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9-13. You are also very hungry, so you decide to eat what appear to be edible berries. When performing the Universal Edibility Test what should you do?a. Do not eat for 2 hours before the test.b. If the plant stings your lip, confirm the sting by holding it under your tongue

for 15 minutes.c. If nothing bad has happened 2 hours after digestion, eat half a cup of the plant

and wait again.d. Separate the plant into its basic components and eat each component one at a

time.*

9-14. Next, you decide to build a shelter for the evening. In selecting a site, what do you not have to consider?a. It must contain material to make the type of shelter you need.b. It must be free from insects, reptiles, and poisonous plants.c. It must be large enough and level enough for you to lie down comfortably.d. It must be on a hill so you can signal rescuers and keep an eye on your

surroundings.*

9-15. In the shelter that you built, you notice a spider. You heard from a fellow hiker that black widow spiders populate the area. How do you identify a black widow spider?a. Its head and abdomen is black; its thorax is red.b. It is attracted to light.c. It runs away from light.d. It is a dark spider with a red or orange marking on the female's abdomen. *

9-16. After getting some sleep, you notice that the night sky has cleared, and so you decide to try and find your way back to base camp. You believe you should travel north and can use North Star for navigation. How do you locate the North Star?a. Hold your right hand up as far as you can and look between your index and

middle fingers.b. Find Sirius and look 60 degrees above it and to the right.c. Look for the Big Dipper and follow the line created by its cup end. *d. Follow the line of Orion's belt.

9-17. You come across a fast-moving stream. What is the best way to cross it?a. Find a spot downstream from a sandbar, as the water will be calmer.b. Build a bridge.c. Find a rocky area, as the water will be shallow and you will have hand- and

footholdsd. Find a level stretch where it breaks into a few channels. *

9-18. After walking for about an hour, you feel several spiders in your pants. You don’t feel any pain, but you realize some spider bites are painless. Which of these spider bites is painless?a. Black Widow


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b. Brown Recluse *c. Wolf Spiderd. Harvestman (Daddy Longlegs)

9-19. You decide to eat some insects. Which insects should you avoid?a. Adults that sting or biteb. Caterpillars and insects that have a pungent odorc. Hairy or brightly colored oned. All of the above*

*Correct answer

Group Task Break into groups of five to six people. Now imagine that your whole group is lost. Answer each question as a group, employing a consensus approach to reach each decision. Once the group comes to an agreement, write the decision down on the same sheet of paper that you used for your individual answers. You will have approximately 20 minutes for the group task.

Scoring Your AnswersYour instructor will provide you with the correct answers that are based on expert judgments in these situations (www.wilderness-survival.net). Once you have received the answers, calculate: (A) your individual score; (B) your group’s score; (C) the average individual score in the group; and (D) the best individual score in the group. Write these down, and consult with your group to ensure that these scores are accurate.

(A) Your individual score (B) Your group’s score (C) Average individual score in group (D) Best individual score in group

Discussion Questions

9-20. How did your group perform (B) perform relative to yourself (A)?

9-21. How did your group perform (B) perform relative to the average individual score in the group (C)?

9-22. How did your group perform (B) perform relative to the best individual score in the group (D)?

9-23. Compare your results with those of other groups? Did some groups do a better job of outperforming individuals than did others?

9-24. What do these results tell you about the effectiveness of group decision making?


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9-25. What can groups do to make group decision making more effective?

9-26. What circumstances might cause a group to perform worse than its best individual?

Teaching Notes

When students have finished, select a group to share the results of their discussion. Ask other groups how their results compare or contrast to that group’s.


Ethical Dilemma Is Social Loafing Unethical?

This exercise contributes to: Learning Objective: Demonstrate how norms and status exert influence on an individual’s behaviorLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Ethical understanding and reasoning; Reflective thinking

As we discussed in this chapter, social loafing is one potential downside of working in groups. Regardless of the type of task—from games of Tug of War to working on a group projects—research suggests that when working in a group, most individuals contribute less than if they were working on their own. Sometimes, these people are labeled shirkers, because they don’t fulfill their responsibilities as group members. Other times, social loafing is overlooked, and the industrious employees do the work alone to meet the group’s performance goals. Either way, social loafing is an ethical dilemma.

Whether in class projects or in jobs we’ve held, most of us have experienced social loafing, or shirking, in groups. And there may have even been times when we were guilty of social loafing ourselves. We discussed earlier in this chapter some ways of discouraging social loafing, such as limiting group size, holding individuals responsible for their contributions, setting group goals, and providing “hybrid” incentives that reward both individual and group performance. Although these strategies might help to reduce the occurrence of social loafing, in many cases, it seems that people just try to work around shirkers rather than motivate them to perform at higher levels.

Managers and employees must decide the ethics of social loafing acceptance. Managers must determine what level of social loafing for groups and for individual employees will be tolerated in terms of time wasted in nonproductive meetings, performance expectations, and counterproductive work behaviors. Employees must decide what limits


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to social loafing they will impose on themselves and what tolerance they have for social loafers in their work groups.Questions

9-27. Do group members have an ethical responsibility to report shirkers to leadership? If you were working on a group project for a class and a group member was social loafing, would you communicate this information to the instructor? Why or why not? Answer: Yes, this information should be communicated to the instructor. Yes, there is an ethical responsibility to communicate this to the shirking group member. They should understand that they need to contribute to the overall goals. No one should receive a “free ride.” Equity is important and everyone should do their fair share in order to reap the rewards.

9-28. Do you think social loafing is always shirking (failing to live up to your responsibilities)? Are there times when shirking is ethical or even justified?Answer: Social loafing is the tendency for individuals to expend less effort when working collectively than when working individually. So, yes, it is a type of shirking that is based on risky shift covered by the group’s performance. The student will define this as unethical or not depending on his or her personal ethics. In general, this will likely be deemed unethical based on students’ experiences with members of group projects in school.

9-29. Social loafing has been found to be higher in Western, more individualist, nations than in other countries. Do you think this means we should tolerate shirking on the part of U.S. students and workers to a greater degree than if it occurred with someone from Asia?Answer: No, western cultures tend to be more individualistic. Everyone needs to place emphasis on the goals of the group and attain them collectively. We should not lower our standards nor accommodate for those who are loafing. The managerial implication is rewarding poor behavior.

Case Incident 1 The Calamities of Consensus

This exercise contributes to: Learning Objective: Contrast the benefits and disadvantages of cohesive groups Learning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking


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When it is time for groups to reach a decision, many turn to consensus. Consensus, a situation of agreement, seems like a good idea. To achieve consensus, groups must cooperate and collaborate, which ultimately will produce higher levels of camaraderie and trust. In addition, if everyone agrees, then the prevailing wisdom is that everyone will be more committed to the decision. However, there are times when the need for consensus can be detrimental to group functioning. Consider the recent “fiscal cliff” faced by the U.S. government toward the end of 2012. The White House and Congress needed to reach a deal that would reduce the swelling budget deficit. However, many Republicans and Democrats stuck to their party lines, refusing to compromise. Many viewed the end product that achieved consensus as a less than optimal solution. The public gave Congress an approval rating of only 13 percent, expressing frustration with the lack of compromise, but the group may not have been able to function well partly because of the need for consensus.

If consensus is reached, does that mean the decision is the right one? Consider the Supreme Court’s recent ruling to uphold “Obamacare.” In the days leading up to the decision, the general consensus was that the law requiring U.S. citizens to purchase healthcare insurance would be deemed unconstitutional. Ultimately, that consensus proved to be wrong.

Critics of consensus-based methods argue that any decisions that are ultimately reached are inferior to decisions using other methods such as voting or having a team members provide input to their leader, who then makes the final decision. Critics also argue that, because of pressures to conform, groupthink is much more likely, and decisions reached through consensus are simply those that are disliked the least by everyone.

Sources: D. Leonhardt, “When the Crowd Isn’t Wise,” The New York Times (July 8, 2012), p. SR BW 4; and K. Jensen, “Consensus Is Poison! Who’s With Me?” Forbes (May 20, 2013), downloaded on May 30, 2013, from www.forbes.com.

Questions9-30. Is consensus a good way for groups to make decisions? Why or why not?

Answer: This is an opinion question. Responses will vary by student.

9-31. Can you think of a time where a group of which you were part relied on consensus? How do you think the decision turned out? Answer: This is an opinion question. Responses will vary by student.

9-32. Martin Luther King Jr. once proclaimed, “A genuine leader is not a seeker of consensus but a modeler of consensus.” What do you think he meant by that statement? Do you agree with it? Why or why not?Answer: This is an opinion question. Responses will vary by student.

Teaching Notes



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Case Incident 2Investing in the Herd


It is sometimes easy to forget that humans are not unlike other animals. Economist John Maynard Keynes recognized this when he commented, “Most, probably, of our decisions to do something positive, the full consequences of which will be drawn out over many days to come, can only be taken as the result of animal spirits—a spontaneous urge to action rather than inaction, and not as the outcome of a weighted average of quantitative benefits multiplied by quantitative probabilities.”

Such “animal spirits” are particularly dangerous at the collective level. One animal’s decision to charge over a cliff is a tragedy for the animal, but it may also lead the entire herd over the cliff.

You may be wondering how this is applicable to organizational behavior. As it turns out, “herd behavior,” a term coined by Yale Economist Robert Shiller, is relevant to many aspects of organizational behavior. For example, consider the recent housing bubble and its subsequent and enduring collapse. As housing prices rose ever higher, people discounted risk. Homeowners and investors rushed to buy properties because everyone else was doing it. Banks rushed to provide loans with little due diligence because, well, everyone else was doing it. “Banks didn’t want to get left behind. Everybody lowered their underwriting standards, no matter who they are,” said Regions Bank executive Michael Menk. “As bankers that’s who we are; we follow the herd.”

Or, consider the initial public offering (IPO) of Facebook. Investors flocked to purchase its stock, responding to an incredible amount of hype. You can’t blame them—after all, the company was initially valued at an astonishing $104 billion. Many predicted the stock would immediately soar after the IPO, allowing investors to quickly cash in. Initially, the hype seemed justified. Soon after trading began on May 18, 2012, Facebook’s stock price jumped from the initial offering price of $38 to $43. One year later, shares were down more than 30 percent from that high. Although Facebook itself profited from the IPO, many investors feel the company’s public stock offering was one of the worst in history.

A recent study in behavioral finance confirmed herd behavior in investment decisions and showed that analysts were especially likely to follow other analysts’ behavior when they had private information that was less accurate or reliable. For better or for worse, people often rely heavily on the behavior of groups in formulating decisions about what they should do.


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Sources: Based on R. J. Shiller, “How a Bubble Stayed Under the Radar,” The New York Times (March 2, 2008), p. BU6; W. Hobson, “Reversal of Fortune,” Panama City News Herald (March 22, 2009), www.newsherald.com; P. Leoni, “Pack Behavior,” Journal of Mathematical Psychology 52, no. 6 (2008), pp. 348–351; J. Reiczigel, Z. Lang, L. Rózsa, and B. Tóthmérész, “Measures of Sociality: Two Different Views of Group Size,” Animal Behaviour 75, no. 2 (2008), pp. 715–721; and S. Gustin, “Facebook’s IPO One Year Later: Mobile Growth, Legal Headaches, and a Stalled Stock Price,” Time (May 17, 2013), downloaded on May 28, 2013, from www.business.time.com.

Questions

9-33. Some research suggests herd behavior increases as the size of the group increases. Why do you think this might be the case? Answer: Responses will vary by student, but may include some of the following: the reasons for the behaviors of the herd potentially are more attractive as the herd grows in size; group shift on decisions makes group members feel more protected from results; the feeling of conformity to herd behaviors can make a member feel more a part of the group for social belonging; the larger the herd, the greater is the desire for cohesion to solidify the group’s status and importance.

9-34. The examples of the housing bubble and Facebook’s IPO show the potential downsides of herd behavior. Can you think of examples in which herd behavior might have upsides?Answer: Responses to this question will vary by student.

9-35. Shiller argues that herd behavior can go both ways: it explains the housing bubble, but it also explains the bust. As he notes, “Rational individuals become excessively pessimistic as they see others bidding down home prices to abnormally low levels.” Do you agree with Shiller?Answer: This is an opinion question. Responses will vary by student.

Teaching Notes



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http://www.business.time.com/


Instructor’s ChoiceThe Team Breaks the Curse


Perhaps there has not been a stronger or longer rivalry that the one between the Boston Red Sox and the New York Yankees. Until the fateful series in 2004, many Boston Red Sox fans would ask, “How can the Boston Red Sox ever beat the New York Yankees and win a World Series?” John W. Henry, the 54-year-old principal owner of the Boston Red Sox, thinks he finally may have the answer—earn more money and build a better team.

Sounds simple, but in the realities of the big leagues and the astronomical salaries commanded by players, simple is not always easy. However, Mr. Henry has a plan. Step One: lose the loser image and the Curse of the Bambino (Babe Ruth). Until 2004, the Red Sox had not won a World Series since they sold Babe Ruth to the Yankees almost a century ago. Step Two: build a strong team where everyone has a distinct role to play and plays that role very well. Mr. Henry has brought in a number of talented players from pitchers to hitters that are expected to be All-Stars at their positions. Step Three: increase revenues to fund the upgraded team. To date, the New York Yankees produce around $340 million in revenues to the Boston Red Sox’s $230 million. Step Four: expand the Red Sox Inc. enterprises so revenues will flow from other sources other than just selling seats. Since all Red Sox games are sold out (and have among the highest ticket prices in the league), the organization was limited in revenue opportunities. Step Five: do all of the above. This formula helped break the curse and seal a World Series victory! Using a search engine of your own choosing, investigate the business and

management practices of the Boston Red Sox baseball organization (see www.redsox.com). List what you perceive to be the organizational characteristics of the Red Sox.

Characterize groups that are found in the organization (e.g., players, etc.). From your search, what can you say about group norms, roles, rules, compliance, and deviance in this organization?

Is this a dysfunctional team in your opinion? Support your opinion. Are there any socialization experiences that could help this team to accomplish its goals and objectives? Explain.

Instructor Discussion

This is an unusual assignment in that it asks students to examine an extremely successful organization that has yet to reach its paramount goals and has been labeled as a “loser” because of its intense rivalry with the New York Yankees. Students will find a wealth of information on the team’s website. Additional materials on the business dealings of the Red Sox and various roles played by players and management alike can be found by


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reviewing “Breaking the Curse,” by William C. Symonds in Business Week, April 26, 2004, pp. 75–83. Like other examples in the chapter, the Red Sox present a good example of group and team behavior. Illustrations of success and failure (see History section on the website) provide examples of how the team has fared over the years and the influence of players and managers on the equation. For additional resource information, see industry-specific publications such as Street & Smith’s Sports Business Journal (www.sportsbusinessjournal.com).

Teaching Notes


Exploring OB Topics on the Web

This exercise contributes to: Learning Objective: Define group and differentiate between different types of groupsLearning Outcome: Describe best practices for utilizing groups and work teams in organizationsAACSB: Reflective thinking

1. Read the following perspectives on groupthink and brainstorming, and then discuss whether you feel they have a place in today’s organizations. Do people work better creatively when teamed up, or does the danger of groupthink lurk? http://www.nytimes.com/2012/01/15/opinion/sunday/the-rise-of-the-new-groupthink.html?pagewanted=all&_r=0http://www.newyorker.com/reporting/2012/01/30/120130fa_fact_lehrer

2. Peer pressure can be a positive thing; it is really just a way to communicate group norms. To learn more about how to use positive peer pressure to prevent binge drinking on campus visit http://www.csmonitor.com/1997/1027/102797.feat.learning.2.html.

3. Brainstorming is a group technique to encourage the development of creative alternatives. Now that we know what it is, how do we do it? What would you do if you were called upon to lead a brainstorming session? Visit this U.K. website for an overview on how to conduct a brainstorming session at http://www.brainstorming.co.uk/tutorials/preparingforbrainstorming.html. You might also be interested in visiting the home page of this same website found at http://www.brainstorming.co.uk/ contents.html , where you will find lots of creativity exercises, puzzles, free training, articles, and more. Make a list of the five most important things you must do to prepare for a brainstorming session and


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http://www.brainstorming.co.uk/%20contents.html

http://www.brainstorming.co.uk/tutorials/preparingforbrainstorming.html

http://www.csmonitor.com/1997/1027/102797.feat.learning.2.html

http://www.newyorker.com/reporting/2012/01/30/120130fa_fact_lehrer

http://www.nytimes.com/2012/01/15/opinion/sunday/the-rise-of-the-new-groupthink.html?pagewanted=all&_r=0

http://www.nytimes.com/2012/01/15/opinion/sunday/the-rise-of-the-new-groupthink.html?pagewanted=all&_r=0


http://www.sportsbusinessjournal.com/


bring it to class. What is the link between social loafing and group cohesiveness? Does one enhance or detract from the other? Write a two-page paper on the topic. Conduct an Internet search with these two terms.


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Robbins ob16 im_09

Documents

group norms

group performance

group exercises

group situations

group size

group effectiveness

given group

astudent group