Professional Documents
Culture Documents
Understanding
groups
Required
Conformity and emergent
behavior
Basic Concepts for
Understanding Groups
in Organizations (Cont.)
• Cohesiveness
– Members are attracted to the group’s task and
it’s members
– Members of a cohesive group like to be
together and care about each other
– Cohesive groups tend to perform better than
noncohesive groups especially if they are small
Basic Concepts for
Understanding Groups
in Organizations (Cont.)
• Norms
– Rules of behavior for a group’s members
– Found in cohesive groups
– Typically unwritten rules
– Performance levels, social relationships,
relationships within the organization
– New members learn the group’s norms during
early stages of socialization
Basic Concepts for
Understanding Groups
in Organizations (Cont.)
• Conformity to group norms
– Compliance: person goes along with the
norms but does not accept them
– Personal acceptance: internalized by the
person
• Person’s beliefs and attitudes are congruent with the
norms
• Has more powerful effect on behavior than
compliance
Basic Concepts for
Understanding Groups
in Organizations (Cont.)
• Required behavior
– What a person must do because of membership
in an organization
– Also part of a person’s role in the formal group
– Examples
• At work on time
• Performing job duties a certain way
• Interacting with specific people in another work unit
Basic Concepts for
Understanding Groups
in Organizations (Cont.)
• Emergent behavior
– Grows from social interaction among group
members
– Often defined by a group’s norms
– Newcomer learns these behaviors over time
Functions of Groups
in Organizations
• Socialization of organization members
• Source of rewards for members
• Support members while they work:
especially important in hazardous work
Functions of Groups
in Organizations (Cont.)
• Cohesive group norms supportive of
management
– Interdependent tasks: cooperative behavior
helps task accomplishment
– Produce innovative work behavior
– Self-policing: behavioral control is more
immediate than controls used by managers
A Model of Cohesive
Group Formation
• Use to understand how and why groups form
in organizations
• Applies to all types of groups
• Key parts of model
– Activities: job duties and responsibilities
– Interactions: social interaction between two or
more people
– Sentiments: attitudes, beliefs, and feelings
about the person or persons in the interaction
A Model of Cohesive
Group Formation (Cont.)
Cohesive group
Group norms
When Should Cohesive
Groups Form?
Cohesive groups should form when
Factors restricting
social interaction
Factors allowing are more than
social interaction
When Should Cohesive
Groups Form? (Cont.)
Cohesive groups should not form when
Factors allowing
social interaction
are less than
Factors restricting
social interaction
Stages of
Group Development
• Groups can develop in a series of stages
• Each stage emphasizes something different
• Early aspects focus on the group’s social
structure: norms, roles, social status, and
role relationships
• Stages have different implications for
member behavior and group performance
Stages of
Group Development (Cont.)
• Not discrete and clearly identifiable states;
plateaus in the group's evolution
• Newly formed groups of strangers: likely
experience all stages of development
Stages of
Group Development (Cont.)
• Group formation stage (forming)
– Learn about each other and task
– Define social and task boundaries
• Intragroup conflict stage (storming)
– Discuss social roles
– Emergence of leadership
Stages of
Group Development (Cont.)
• Group cohesion stage (norming)
– Define roles and relationships among them
– Has an identifiable culture
– Conflict focuses on task
• Task orientation stage (performing)
– Members accept group norms
– Energy focuses on doing the task
Stages of
Group Development (Cont.)
• Termination stage
– Disband
– Redefine the group's goals
• Stages repeat
– New members
– Redistribution of members
– Reorganization
– Organizational redesign
Effects of
Workforce Diversity
• Workforce diversity: both positive and
negative effects on group development and
functioning
• Positive effects
– Diverse outlooks can potentially help create
more solutions to problems
– Find better ways of doing group’s work
Effects of
Workforce Diversity (Cont.)
• Positive effects (cont.)
– Especially useful to organizations that use
teams to analyze work
– Successful management
• Knowledge of group dynamics
• Understand and accept differences
Effects of
Workforce Diversity (Cont.)
• Negative effects
– Misinterpretation of group members' intentions
because of different ways of viewing the world
– Especially likely to happen when members hold
stereotypes about other members
– Communication difficulties if group members do
not have a common first language
– Distrust may exist because group members fear the
new and unknown
– High conflict potential
Effects of
Workforce Diversity (Cont.)
• Other effects
– Takes longer to pass through the early stages of
group formation and become cohesive
– Introduces wide variation in bases of attraction
– Makes the process of becoming cohesive
longer, more complex, more difficult
– Although the empirical research is mixed,
results support the above statements
Social Structure
of Groups
• Role
– Task roles: aspects of group’s task
– Maintenance roles: behavioral processes within
the group
– Individual roles: behavior that often focuses on
individual needs
• Status structure: relative position of roles
and relationships among roles
Social Structure
of Groups (Cont.)
• Communication network
– Central role
– Peripheral role
– Connecting role
• Power and influence patterns
– Formal appointed group leader
– Informal leaders
Factors That Affect
Group Effectiveness
• Group effectiveness
– Member satisfaction
– Reaching the goals of both group and
organization
• Physical environment
– Affects interaction
– Table layout
– Physical boundary defining group
– Group size and size of work area
Factors That Affect
Group Effectiveness (Cont.)
• Member characteristics
– Compatibility of needs
– Compatibility of personality
– Decreased conflict