Professional Documents
Culture Documents
Behavior, 8e
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
COPYRIGHT
Copyright 2003 John Wiley & Sons, Inc. All rights reserved.
Reproduction or translation of this work beyond that permitted in Section
117 of the 1976 United States Copyright Act without the express written
permission of the copyright owner is unlawful. Request for further
information should be addressed to the Permissions Department, John Wiley
& Sons, Inc. The purchaser may make back-up copies for his/her own use
only and not for distribution or resale. The Publisher assumes no
responsibility for errors, omissions, or damages, caused by the use of these
programs or from the use of the information contained herein.
Organizational Behavior:
Chapter 9
The Nature of Groups
Study questions.
What is the nature of groups in organizations?
What are the stages of group development?
What are the foundations of group
effectiveness?
What are group and intergroup dynamics?
How do groups make decisions?
Organizational Behavior:
tasks.
Help to maintain a high-quality workforce by
satisfying members needs.
Organizational Behavior:
Members satisfaction.
Members believe that their participation an experiences are
Team viability.
Members are sufficiently satisfied to continue working
Organizational Behavior:
individuals.
When there is no clear expert in a particular
problem or task.
When problem solving can be handled by a
division of labor and the sharing of
information.
When creativity and innovation are needed.
Organizational Behavior:
interests.
Link individual rewards to performance contributions to the
group.
Raise accountability by identifying individuals performance
Organizational Behavior:
problem.
Social facilitation.
The tendency for a persons behavior to be
10
organizational purpose.
May be permanent or temporary.
Permanent work groups are command groups in
11
face-to-face groups.
Organizational Behavior:
12
the organization.
Types of informal groups.
Friendship groups.
Interest groups.
Organizational Behavior:
13
14
lifecycle stages.
Forming.
Storming.
Norming.
Performing.
Adjourning.
Organizational Behavior:
15
behavior.
Determining the groups real task.
Defining group rules.
Organizational Behavior:
16
17
18
19
Organizational Behavior:
20
Organizational Behavior:
21
22
23
on:
Appropriate goals.
Well-designed reward systems.
Adequate resources.
Organizational Behavior:
24
task at hand.
Work-flow technology can affect the way
25
26
Organizational Behavior:
27
28
group.
Status congruence.
Occurs when a persons position within the group
is equivalent in status to positions held outside the
group.
When status incongruence is present, problems
will likely occur.
Organizational Behavior:
29
increased satisfaction.
Communication and coordination problems occur,
in turn decreasing performance and satisfaction.
members.
Organizational Behavior:
30
31
32
organization.
Emergent behaviors.
Those that group members display in addition to
what the organization asks of them.
Emergent behaviors often supplement and
Organizational Behavior:
33
they take.
Interactions interpersonal communications and
contacts.
Sentiments the feelings, attitudes, beliefs, or
34
groups.
35
Organizational Behavior:
36
37
problem.
A greater number of alternatives are examined.
The final decision is better understood and accepted
38
making.
Individuals may feel compelled to conform to
Organizational Behavior:
39
decisions.
Group members and leaders should:
Be sensitive to the occurrence of groupthink.
Take actions to prevent the occurrence of groupthink.
Organizational Behavior:
40
Organizational Behavior:
41
42
43
coordinator.
The decision coordinator summarizes the responses, and sends
the summary along with a follow-up questionnaire to the
panel.
Panel members send in their responses.
The process is repeated until a consensus is reached.
Organizational Behavior:
44
Organizational Behavior:
45