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Types of Norms
As one could expect there are several different types of generally
understood norms. They are:
Performance norms: Performance norms are centered on how hard a
person should work in a given group. They are informal cues, if you
will, that tells a person or helps a person understand how hard they
should work and what type of output they should have.
Appearance norms: This type of norm informs or guides us as to how
we should look or what our physical appearance should be - what
fashion we should wear or how we should style our hair or any number
of areas related to how we should look.
Social arrangement norms: When we talk about this type of norm
we generally do not equate it to a business setting. This norm is
centered on how we should act in social settings. Once again, there are
cues we need to pick up on when we are out with friends or at social
events that help us fit in and get a closer connection to the group.
Resource allocation norms: For this type of norm we're focusing on
the allocation of resources in a business environment. This can include
raw materials as well as overtime or any other resource found or
needed within an organization.
they are written down, the more effective they are at influencing team
members' behavior.
Benefits of Norms
Through the process of developing shared norms of behavior, team
members begin to hold each other accountable for how they contribute
to the team. By pointing out when someone violates a norm, the team
helps keep its performance on track.
To the extent that team members can rely on norms to shape behavior,
the team may experience less uncertainty and more efficiency in how
work gets done. For example, a norm about what constitutes timely
completion of tasks may help focus individual efforts. Because people
act in accordance with norms, their behavior can become predictable
and provide stability to the team.
GROUP NORMS
Norms are acceptable standards of behavior within a group that are
shared by the members of the group. It is a rule of conduct that has
been established by group members. They are standardized
generalizations concerning expected behaviour in matters that are of
some importance of the group.
Norms define the boundaries of acceptable and unacceptable
behavior. They are typically created in order to facilitate group survival,
make behavior more predictable, avoid embarrassing situations, and
express the values of the group. Each group will establish its own set of
norms that might determine anything from the appropriate dress to
how many comments to make in a meeting. Groups exert pressure on
members to force them to conform to the group's standards. The
norms often reflect the level of commitment, motivation, and
performance of the group.
Implicit Norms
Whether a group is new or not, its norms arent always expressed or
discussed. People may simply assume that certain norms exist and
accept them by unspoken consent in which case they are implicit
norms.
Consider same seat syndrome, for example. How often have you
found that people in a college classroom seem to gravitate every day
to exactly the same chairs theyve always sat in? Nobody says, Hey,
Ive decided that this will be my chair forever or I see that thats your
territory, so Ill never sit there, do they?
Often norms are difficult for group members to express in words. What
topics are okay or not okay to talk about during informal chit-chat
may be a matter of unstated intuition rather than something that
people can readily describe. Nevertheless, implicit norms may be
extremely powerful, and even large groups are apt to have at least
some implicit norms.
The cultural background each member brings to a group may lie
beneath conscious awareness, yet it may exert a powerful influence on
both that persons and the groups behavior and expectations. Just as a
fish is unaware that it lives in water, a person may easily go through
life and participate in group interactions without perceiving that he or
she is the product of a culture.
Explicit Norms
Sometimes group norms are stated outright, either orally or in writing;
then they are explicit norms. Such explicit rules may be imposed by an
authority figure such as an executive or designated team leader. They
may be part of formal policies or regulations. Wearing a uniform or
answering the telephone in a certain way, for instance, may be written
requirements in a workplace group.
Manuals, and even books, have been composed to provide members of
groups with norms of how to behave. A manager in one organization
we know wrote a policy in response to almost every problem or
difficulty his division experienced. Because the manager served for
more than 15 years in his position, the collection of these incidentbased policies eventually filled a large tabbed binder. The bigger the
group, the more likely it is that its norms will be rigid and explicit.
Whole-Group
Expli
cit
Impli
cit
Group norms are the informal rules that groups adopt to regulate
members' behavior. Norms are characterized by their evaluative
nature; that is, they refer to what should be done. Norms represent
value judgments about appropriate behavior in social situations.
Although they are infrequently written down or even discussed, norms
have powerful influence on group behavior. If each individual in a group
decided how to behave in each interaction, no one would be able to
predict the behavior of any group member; chaos would reign. Norms
guide
behavior
and
reduce
ambiguity
in
groups.
Groups do not establish norms about every conceivable situation but
only with respect to things that are significant to the group. Norms
might apply to every member of the group or to only some members.
Norms that apply to particular group members usually specify the role
of those individuals. Norms vary in the degree to which they are
accepted by all members of the group: some are accepted by almost
everyone, others by some members and not others. For example,
university faculty and students accept the faculty norm of teaching,
but students infrequently accept the norm of faculty research. Finally,
norms vary in terms of the range of permissible deviation; sanctions,
either mild or extreme, are usually applied to people for breaking
norms. Norms also differ with respect to the amount of deviation that is
tolerable.
Understanding how group norms develop and why they are enforced is
important to managers. Group norms are important determinants of
whether a group will be productive. A work group with the norm that its
proper role is to help management will be far more productive than one
whose norm is to be antagonistic to management. Managers can play a
part in setting and changing norms by helping to set norms that
facilitate tasks, assessing whether a group's norms are functional, and
addressing counterproductive norms with subordinates.
Norms usually develop slowly as groups learn those behaviors that will
facilitate their activities. However, this slow development can be shortcircuited by critical events or by a group's decision to change norms.
Most norms develop in one or more of four ways:
(1) Explicit statements by supervisors or coworkers;
(2) Critical events in the group's history;
(3) Primacy, or by virtue of their introduction early in the group's
history; and
(4) Carryover behaviors from past situations.
GROUP BEHAVIOUR
Groups are composed of individuals. Hence, the group behaviour
means behaviour of its members. In practice, each member of the
group affects the behaviour of other members and, in turn, is also
affected by them. The nature and patterns of reinforcement the
members receive through their interaction with one another is also
determined by the group itself. This is because the behaviour of
individual members in a group becomes different than their behaviour
outside the group situation. Therefore, while studying group behaviour,