Foundations of Group

Behavior

The Five Stage Model of Group

Development

Stages of Group Development

(contd)

The Punctuated-Equilibrium
Model

Group Behavior Model:

External Conditions
Imposed
ImposedConditions
Conditions::
Organizations
Organizationsoverall
overallstrategy
strategy
Authority
Authoritystructures
structures
Formal
Formalregulations
regulations
Resource
Resourceconstraints
constraints
Selection
Selectionprocess
process
Performance
Performanceand
andevaluation
evaluationsystem
system
Organizations
Organizationsculture
culture
Physical
Physicalwork
worksetting
setting
5

Group Member Resources

Knowledge, Skills, and Abilities
Interpersonal skills
Conflict management and resolution
Collaborative problem solving
Communication

Personality Characteristics

Sociability
Initiative
Openness
Flexibility
6

Group Structure - Roles

(contd)

Group Structure - Norms

Examples of Cards Used in

Aschs Study

Relationship Between Group

Cohesiveness, Performance
Norms, and Productivity

10

Group Processes

11

Group Tasks When to use large

or small groups?
Decision-making
Large groups facilitate the pooling of
information about complex tasks.
Smaller groups are better suited to
coordinating and facilitating the
implementation of complex tasks.
*Consider: What is the task? Simple or
complex?
12

Group vs. Individual Decision

Making
Strengths: Group Weaknesses:
More complete
information
Increased
diversity of views
Higher quality of
decisions
Increased
acceptance of
solutions

Group

More time
consuming
Increased pressure
to conform
Domination by one
or a few members
Ambiguous
responsibility
13

Group Decision Making

(contd)

14

Summary & Implications for

Managers
Performance:
Structural factors show a relationship to performance.
There is a positive relationship between role perception and an
employees performance evaluation.
Norms control group member behavior by establishing
standards of right and wrong.
Status inequities create frustration and can adversely
influence productivity.
The impact of size on a groups performance depends upon
the type of task in which the group is engaged.
Satisfaction:
Most people prefer to communicate with others at their own
status level or a higher one.
Large groups are associated with lower satisfaction.
15

:Why Have Teams Become So

Popular?
Teams typically outperform individuals
when the tasks being done require
multiple skills, judgment and experience.
Teams use employee talents better.
Teams are more flexible and responsive to
changes in the environment.
Teams facilitate employee involvement.
Teams are an effective way to democratize
an organization and increase motivation.
16

Work Groups vs. Work

Teams

17

Four Types of Teams

Problem-solving teams - usually 5-12 members from same
department meeting to improve quality, efficiency and work
environment
Self-managed work teams - usually 10-15 members who take
on responsibilities usually associated with management
Cross-functional teams - members come together from
different work areas or departments to accomplish a task
Virtual teams use on-line technology to tie together members
in different geographic areas. They are made up of physically
dispersed employees who use computer technology to achieve
a common goal.
18

Beware: Teams Arent Always

the Answer!!

Ask these questions to see if a team fits the situation:

Can the work be done better using more than 1 person?
Is the work complex and is there a need for different
perspectives?
Does the work create a common purpose or set of goals
for the group that is larger than the aggregate of the
goals for individuals?
Are members of the group involved in interdependent
tasks?
Ex) Team vs. Group: Sacramento State womens basketball
team vs. the womens track team

19

Creating
Effective
Teams

20

Turning Individuals Into Team

Players
The Challenges
Overcoming individual resistance to team membership.
Countering the influence of individualistic cultures.
Introducing teams in an organization that has historically
valued individual achievement.
Shaping Team Players
Selecting employees who can fulfill their team roles.
Training employees to become team players.
Reworking the reward system to encourage cooperative
efforts while continuing to recognize individual
contributions.

So would you rather work on your own or

in a team? Why? Why not?
21

So.why are teams

great?
Why are teams great?
Increased employee motivation.
Higher levels of productivity.
Increased employee satisfaction.
Common commitment to goals.
Improved communication.
Expanded job skills.
Organizational flexibility.
22

Summary: Sowhy are teams

not so great?
Myth: Mature teams are task oriented and have
successfully minimized the negative influences of
other group forces. (What about apathy? Infighting?)
Individual, group, and organizational goals can all be
integrated into common team goals. (What about
competition? Stress? Frustration? Individualistic
personality traits?)
Participative or shared leadership is always
effective. (Some people need leadership!)
The team environment drives out the subversive
forces of politics, power, and conflict that divert
groups from efficiently doing their work. (What
about special deals? Favoritism? Enemies? Teams
can't stop this!)
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