Group Behavior

Work Teams
Defining and Classifying Groups
• Group:
• Two or more individuals interacting and interdependent, who have
come together to achieve particular objectives
• Formal Group:
• Defined by the organization’s structure with designated work
assignments establishing tasks
• Informal Group:
• Alliances that are neither formally structured nor organizationally
determined
• Appear naturally in response to the need for social contact
• Deeply affect behavior and performance
Subclassifications of Groups
Formal Groups
• Command Group
• A group composed of the
individuals who report
directly to a given manager
• Task Group
• Those working together to
complete a job or task in an
organization but not limited
by hierarchical boundaries
Informal Groups
• Interest Group
• Members work together to
attain a specific objective
with which each is concerned
• Friendship Group
• Those brought together
because they share one or
more common characteristics
Why People Join Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
Five Stages of Group Development Model
(Exhibit 9-2)
1. Forming : Members feel much uncertainty
2. Storming: Lots of conflict between members of the group
3. Norming Stage: Members have developed close relationships and
cohesiveness
4. Performing Stage: The group is finally fully functional
5. Adjourning Stage: In temporary groups, characterized by concern
with wrapping up activities rather than performance
Punctuated-Equilibrium Model for Group
Formation
• Temporary groups under deadlines go through transitions between
inertia and activity—at the halfway point, they experience an increase
in productivity.
Group Properties
• Roles
• Norms
• Status
• Size
• Cohesiveness
Group Property 1: Roles
• Role
• A set of expected behavior patterns attributed to someone
occupying a given position in a social unit
• 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
• Role Conflict
• A situation in which an individual is confronted by divergent role
expectations
Group Property 2: Norms
• Acceptable standards of behavior within a group that are shared by the
group’s members
• Classes of Norms
• Performance norms - level of acceptable work
• Appearance norms - what to wear
• Social arrangement norms - friendships and the like
• Allocation of resources norms - distribution and assignments of jobs and
material
• Conformity: Gaining acceptance by adjusting one’s behavior to align
with the norms of the group
• Reference Groups: Important groups to which individuals belong or
hope to belong and with whose norms individuals are likely to conform
Group Property 3: Status
A socially defined position or rank given to groups or group members
by others – it differentiates group members
• Status Characteristics Theory
• Status derived from one of three sources:
• Power a person has over others
• Ability to contribute to group goals
• Personal characteristics
Group Property 4: Size and Dynamics
• If the goal is fact-finding or idea-generating, then larger groups should
be more effective.
• Smaller groups of about seven members are better at doing
something productive.
• Social loafing
• The tendency for individuals to expend less effort when working
collectively than when working individually.
Group Property 5: Cohesiveness
• The shared bond driving group members to work together and to stay
in the group.
• Some workgroups are cohesive because
• The members have spent a great deal of time together
• The group’s small size or purpose facilitates high interaction
• External threats have brought members close together.
Group Property 5: Diversity
• The extent to which members of a group are similar to, or different
from, one another.
• Surface-level diversity: Gender, age, work experience, language,
and education
• Functional diversity: Skills, abilities, or other characteristics
needed for the job
Groupthink and Groupshift
• Groupthink is a phenomenon in which the norm for consensus overrides the
realistic appraisal of unusual, minority, or unpopular views.
• What can managers do to minimize groupthink?
• Monitor group size
• Group leaders to play an impartial role
• Appoint one group member to play the role of devil’s advocate
• First discussion of dangers or risks then of possible gains in a decision
• Group shift refers to the way group members tend to exaggerate their initial
positions when discussing a given set of alternatives to arrive at a solution.
Group Decision-Making Techniques
• Interacting groups: Typical groups in which members interact
with each other, relying on both verbal and nonverbal
communication.
• Brainstorming: An idea-generation process that specifically
encourages any and all alternatives while withholding any
criticism of those alternatives.
• Nominal group technique: A group decision making method
in which individual members meet face to face to pool their
judgments in a systematic but independent fashion.