Chapter 8: Foundations of

Group Behavior

1
The Five Stage Model of Group
Development

2
Stages of Group Development
(cont’d)

3
The Punctuated-Equilibrium
Model

4
Group Behavior Model: External
Conditions
Imposed
ImposedConditions
Conditions::
•• Organization’s
Organization’soverall
overallstrategy
strategy
•• Authority
Authoritystructures
structures
•• Formal
Formalregulations
regulations
•• Resource
Resourceconstraints
constraints
•• Selection
Selectionprocess
process
•• Performance
Performanceandandevaluation
evaluationsystem
system
•• Organization’s
Organization’sculture
culture
•• Physical
Physicalwork
worksetting
setting

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 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 (cont’d)

7
Group Structure - Norms

8
Examples of Cards Used in
Asch’s Study

9
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?

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Group vs. Individual Decision
Making
Strengths: Group Weaknesses:
– More complete Group
information – More time
– Increased diversity consuming
of views – Increased pressure
– Higher quality of to conform
decisions – Domination by one
– Increased or a few members
acceptance of – Ambiguous
solutions responsibility
13
Group Decision Making (cont’d)

14
 Summary & Implications for
Managers
Performance:
Structural factors show a relationship to performance.
There is a positive relationship between role perception and an
employee’s 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 group’s 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.

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 Chapter 9: 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.

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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.
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Beware: Teams Aren’t 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 women’s basketball team

vs. the women’s track team…

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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?

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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.

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Summary: So…why 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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