GROUP BEHAVIOUR

What is a Group?

Why do people join groups

Security

Status

Self-esteem

Affiliation

Power

Goal achievement

Types of Groups
Formal group

Informal group

Command group

Task group

Interest group

Friendship group

Stages of Group Development

The Five-Stage Model
Prestage

Stage I- Forming

Stage II- Storming

Stage III- Norming

Stage IV- Performing

Stage V- Adjourning

An Alternative Model for Temporary Groups with Deadlines

Punctuated- Equilibrium Model
Their first meeting sets the groups direction This first phase of group activity is one of inertia A transition takes place at the end of this first phase A transition initiates major changes A second stage of inertia follows the transition The groups last meeting is a characterized by markedly accelerated activity

Group Properties
Roles Norms Status Size Cohesiveness

Group Property 1: Roles

Role identity certain attitudes and behaviors
consistent with a role.

Role perception - an individuals view of how he

or she is supposed to act in a given situation.

Role expectations - how others believe a person

should act in a given situation.

Role conflict - a situation in which and individuals

in confronted by divergent role expectations

An experiment- Zimbardos Prison Experiment

Group Property 2: Norms

Acceptable standards of behavior within a group that are shared by the groups member.

Conformity
The adjustment of ones behavior to align with the norms of the group.

Deviant Workplace Behavior

Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members. Also called anti-social behavior or workplace incivility.

Typology of Deviant Workplace Behavior

Category Production Examples Leaving early Intentionally working slowly Wasting resources Sabotage Lying about hours worked Stealing from the organization Showing favoritism Gossiping and spreading rumors Blaming coworkers

Property

Political

Personal aggression

Sexual harassment Verbal abuse Stealing from coworkers

Group Property 3: Status

A socially defined position or rank given to groups or group members by others.

What Determines Status

The power a person wields over others A persons ability to contribute to a groups goals An individuals personal characteristics.

Status and Norms

High-status members of groups are often given more freedom to deviate from norms than are other group members.

Status and Group Interaction

High status people tend to be more assertive. They speak out more often, criticize more, state more commands and interrupt others more often.

Status Inequity
It is important for group members to believe that the status hierarchy is equitable. Perceived inequity creates disequilibrium, which results in various types of corrective behavior.

Group Property 4: Size

Large group: those with dozen or more members,
are good for gaining diverse input.

Small group: better at doing something productive

with the input.

Social loafing: the tendency for individuals to

expand less effort when working collectively than when working individual.

Group Property 5: Cohesiveness

The degree to which group members are attracted to each other and are motivated to stay in the group. The relationship between cohesiveness and productivity depends on the performance related norms established by the group.

How to Encourage Group Cohesiveness

Make the group smaller. Encourage agreement with group goals Increase the time members spend together Increase the status of the group Stimulate competition with other groups Give rewards to the group rather than individual members Physically isolate the group

Strengths of Group Decision Making

More complete information and knowledge. Increased diversity of views. Acceptance of a solution.

Weakness of Group Decision Making

Conformity pressures in groups Dominated by few or one member Ambiguous responsibility

Summary
Performance: A number of group properties show a
relationship with performance. Among the most prominent are role perception, norms, status differences, size of the group and cohesiveness.

Satisfaction: Satisfaction to be greater among

employees whose job minimizes interaction with individuals who are lower in status than themselves.