Learning Objectives (1 of 2)

 Distinguish between the different types of groups.

 Describe model of group development.
Foundation of Group  Show how role requirements change in different

Behavior situations.
 Demonstrate how norms exert influence on an
individual’s behavior.
INSTRUCTOR: ASSOC. PROF. DR., PHAM THI BICH NGOC  Show how status and size differences affect group
NEU performance.
 Describe how issues of cohesiveness and diversity
can be integrated for group effectiveness.
 Contrast the strengths and weaknesses of group
decision making.

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Defining Groups Classifying Groups

 Two or more individuals interacting and interdependent, (cont’d) Relatively temporary
who have come together to achieve particular objectives Relatively permanent
 Two or more people who interact with one another such
that each person influences and is influenced by each formal
other person
 Any number of people who (1) interact with one another;
(2) are psychologically aware of one another; and (3)
perceive themselves to be a group.

informal

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Functions of formal group The Five Stages of Group

Development
1. Forming
2. Storming
3. Norming Stage
4. Performing Stage
5. Adjourning Stage

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 Group Properties/Group Performance
Factors
Group Property 1: Roles
 Role
A set of expected behavior patterns
Norms attributed to someone occupying a
Roles
Statu given position in a social unit
s
 is the expected pattern of behaviors
Group
associated with members occupying a
Performa particular position within the structure of
nce the organization.
Cohesive Compositi
ness on
Size

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Group Property 1: Roles Group Property 1: Roles

 Role conflict can result in role stress
 Role Perception
 Role ambiguity occurs when there is lack of clarity as
 An individual’s view of how he or she is to the precise requirements of the role and the person is
supposed to act in a given situation – unsure what to do
received by external stimuli  Role overload is when a person faces too many
 Role Expectations separate roles or too great a variety of expectations .

 How others believe a person should act in  Role underload can arise when the prescribed role
expectations fall short of the person’s perception of their
a given situation role
 Role conflict
A situation in which an individual is confronted
by divergent role expectations

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Group Property 2: Norms Group Property 2: Norms

 Group Norms
 Acceptable standards of behavior within a
group that are shared by the group’s
members
 Are the standards against which the
appropriateness of the behaviors of members
are judged
 Determine behavior expected in a certain
situation
 Is an assumption or expectation held by group
members concerning what kind of behavior is:
 Right or wrong
 Good or bad
 Allowed or not allowed
 Appropriate or not appropriate
 Classes of Norms
 Performance norms -
 Appearance norms –
 Social arrangement norms –
 Allocation of resources norms
 Improvement and change norms

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 Group Property 3: Status Status Effects

A socially defined position or rank given to groups  On Norms and Conformity

or group members by others – it differentiates
group members
 Important factor in understanding behavior
 Significant motivator
 On Group Interaction
Status Characteristics Theory
 Status derived from one of three sources:
 Power a person has over others
 Ability to contribute to group goals
 Personal characteristics
 High-status members are less restrained by norms
and pressure to conform
 Some level of deviance is allowed to high-status
members so long as it doesn’t affect group goal
achievement
 High-status members are more assertive
 Large status differences limit diversity of ideas and
creativity

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Group Property 4: Size Group Property 4: Size

 Is the number of members of the group  Best use of a group:

 Twelve or more members is a “large” group

 Seven or fewer is a “small” group
Attribute Small Large
 Affects resources available to perform the
task
Speed X

Individual Performance X
 Affects degree of formalization of Problem Solving X
interactions, communication, and
participation Diverse Input X

Fact-finding Goals X
 Can increase the degree of social loafing
Overall Performance X

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Group Property 4: Size Group Property 5:

Cohesiveness
 Factors that Determine Ideal Group Size
 Group members’ ability  Is the extent to which a group is committed to
 Maturity of individual group members staying together
 Group tasks  Degree to which group members are attracted to
 Ability of the group leader each other and are motivated to stay in the
group

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 Factors contributing to
group cohesiveness

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Group Property 6 - Group Decision Making

Composition
 Strengths of group decision making:
The degree of similarity or difference among group
 More complete information and
members on factors important to the group’s work
knowledge
Homogeneity  Increased diversity of views
Degree to which members are similar in one or
several ways that are critical to the group’s work  Increased acceptance of solutions
 Weaknesses of group decision making:
Heterogeneity
Degree to which members differ in one or more  Time consuming
ways that are critical to the group’s work  Conformity pressures
 Dominance of a few members
 Ambiguous responsibility
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Group Decision Making Group Decision Making

(cont’d)
 Effectiveness and efficiency of group
decisions:  Groupthink
 A mode of thinking that occurs when members of a
 Accuracy (group) group are deeply involved in a cohesive in-group
and the desire for unanimity offsets their motivation
 Speed (individual) to appraise alternative courses of action
 Effects of Groupthink
 Creativity (group)
 Consideration of and focus on fewer alternatives
 Acceptance (group)  Failure to perceive non-obvious risks and drawbacks
of an alternative
 Rejection of expert opinions
 Ignoring potential for setbacks or actions of
competitors in not developing contingency plans

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 Group Decision Making Group Decision Making

 Most group decision making takes place in  Brainstorming can overcome pressures for
interacting groups. conformity.
 Members meet face-to-face and rely on  In a brainstorming session:
both verbal and nonverbal interaction The group leader states the problem.
to communicate with each other. Members then “free-wheel” as many
 Interacting groups often censor themselves alternatives as they can.
and pressure individual members toward No criticism is allowed.
conformity of opinion.
One idea stimulates others, and group
members are encouraged to “think
the unusual.”

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Group Decision Making Group Decision Making

 The nominal group technique: restricts  Steps for a nominal group:

discussion or interpersonal communication
 Eachmember independently writes
during the decision making process.
down his/her ideas on the problem.
 Nominal groups outperform brainstorming
 Afterthis silent period, each member
groups.
presents one idea to the group.
 The ideas are discussed for clarity.
 Each group member rank-orders the
ideas.
 The idea with the highest aggregate
ranking determines the final decision.

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Evaluating Group
Effectiveness
Type of Group
Brain-
Effectiveness Criteria Interacting Nominal Electronic
storming
Number and quality of ideas Low Moderate High High
Social Pressure High Low Moderate Low
Money Costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task Orientation Low High High High
Potential for Interpersonal
High Low Moderate Moderate
Conflict
Commitment to Solution High N/A Moderate Moderate
Development of Group
High High Moderate Low
Cohesiveness

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