Foundations of Group Behavior

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T
2003 Prentice Hall Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook
OBJECTIVES
LEARNING
AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:
1. Differentiate between formal and informal
groups.
2. Compare two models of group development.
3. Explain how group interaction can be
analyzed.
4. Identify the key factors in explaining group
behavior.
5. Explain how role requirements change in
different situations.
2003 Prentice Hall Inc.
All rights reserved.
82
O B J E C T I V E S (contd)
LEARNING
AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:
6. Describe how norms exert influence on an
individuals behavior.
7. Define social loafing and its effect on group
performance.
8. Identify the benefits and disadvantages of
cohesive groups.
9. List the strengths and weaknesses of group
decision making.
10. Contrast the effectiveness of interacting,
brainstorming, nominal and electronic meeting
groups.

83
Defining
Defining and
and Classifying
Classifying Groups
Groups

84
Defining
Defining and
and Classifying
Classifying Groups
Groups (contd)
(contd)

85
Why
Why People
People Join
Join Groups
Groups
Security
Status
Self-esteem
Affiliation
Power
Goal Achievement

86
Stages
Stages of
of Group
Group Development
Development
The Five-Stage Group-Development Model
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

87
Stages
Stages of
of Group
Group Development
Development

88
Stages
Stages of
of Group
Group Development
Development (contd)
(contd)

89
Stages
Stages of
of Group
Group Development
Development

810
An
An Alternative
Alternative Model:
Model: For
For Temporary
Temporary Groups
Groups
with
with Deadlines
Deadlines
Temporary groups with deadlines dont seem to follow previous
model. Studies indicate that they have their own unique sequencing
of actions (inactions), such as:
1.Their first meeting sets the groups direction;
2. This first phase of group activity is one on inertia;
3.A transition takes place at the end of this first phase, which
occurs exactly when the group has used up half its allotted time;
4.A transition initiates major changes;
5.A second phase of inertia follows the transition;
6.The groups last meeting is characterized by markedly accelerated
activity.
811
An
An Alternative
Alternative Model:
Model: For
For Temporary
Temporary Groups
Groups
with
with Deadlines
Deadlines
Sequence
Sequenceof
ofactions:
actions:
1.1. Setting
Settingup
upgroup
group
direction
direction
2.2. First
Firstphase
phaseof
ofinertia
inertia

3.3.
4.4.
Half-way
Half-waypoint
pointtransition
transition
Major
Majorchanges
changes
5.5.
6.6.
Second
Secondphase
phaseof
ofinertia
inertia
Accelerated
Acceleratedactivity
activity
812
The
The Punctuated-Equilibrium
Punctuated-Equilibrium Model
Model

813
Components
Components of
of Work
Work Group
Group Behavior
Behavior
1. External conditions imposed on the group
2. Group resources
3. Group structure
4. Group processes
5. Group tasks
6. Group decision making

814
Group
Group Behavior
Behavior Model
Model

815
1.
1. External
External Conditions
Conditions Imposed
Imposed on
on the
the Group
Group
Imposed
ImposedConditions:
Conditions:
Organizations
Organizationsoverall
overallstrategy
strategy(e.g.,
(e.g.,expanding
expanding
market
share)
market share)
Authority
Authoritystructures
structures
Formal
Formalregulations
regulations(e.g.,
(e.g.,rules,
rules,policies,
policies,job
job
description)
description)
Resource
Resourceconstraints
constraints(e.g.,
(e.g.,allocation)
allocation)
Selection
Selectionprocess
process(e.g.,
(e.g.,criteria
criteriaused
usedby
byorgn)
orgn)
Performance
Performanceand
andevaluation
evaluationand
andreward
rewardsystem
system
Organizations
Organizationsculture
culture(e.g.,
(e.g.,dress
dressfor
forwork)
work)
Physical
Physicalwork
worksetting
setting(by
(byarchitects)
architects)

816
2.
2. Group
Group Member
Member Resources
Resources
Knowledge, Skills, and Abilities
Interpersonal skills
Conflict management and resolution
Collaborative problem solving
Communication
Personality Characteristics
Sociability
Initiative
Openness
Flexibility

817
3.
3. Group
Group Structure
Structure
Roles
Norms
Status
Size
Composition
Cohesiveness

818
Group
Group Structure
Structure -- Roles
Roles
Formal Leadership
Leadership that is imposed on the group by the
organization.
Leaders who derive their power from the
positions they occupy in the organizational
structure.
Formal leaders may or may not also be the
informal leaders of the groups in which they
function.

819
Group
Group Structure
Structure -- Roles
Roles (contd)
(contd)

820
Group
Group Structure
Structure -- Roles
Roles (contd)
(contd)

821
Group
Group Structure
Structure -- Norms
Norms
Classes
Classesof
ofNorms:
Norms:
Performance
Performancenorms
norms(how
(howhard
hard
they
should
work)
they should work)
Appearance
Appearancenorms
norms(dress)
(dress)
Social
Socialarrangement
arrangementnorms
norms
(friendship)
(friendship)
Allocation
Allocationof
ofresources
resourcesnorms
norms
(pay)
(pay)

822
Group
Group Structure
Structure -- Norms
Norms (contd)
(contd)

823
Group
Group Structure
Structure -- Norms
Norms (contd)
(contd)

824
Typology
Typology of
of Deviant
Deviant Workplace
Workplace Behavior
Behavior

825
Examples
Examples
Hawthorne study
Solomon Ash study on conformity of groups
norms

826
Group
Group Structure
Structure -- Status
Status
Group
GroupNorms
Norms
Status
StatusEquity
Equity
Group
GroupMember
Member
Status
Status
Culture
Culture

827
Group
Group Structure
Structure Status,
Status, Contd.,
Contd.,
Group Norms: For instance, high-status members of groups
often are given more freedom to deviate from norms than are
other group members.
Status Equity: It is important for group members to believe
that the status hierarchy is equitable.
Culture: The importance of status does vary between
cultures. For example, The French are highly status
conscious.

828
What
What determines
determines status?
status?
The power a person exerts over others
A persons ability to contribute to groups goal
An individuals personal characteristics good
looks, money, intelligence, friendly personality

829
Group
Group Structure
Structure -- Size
Size
Ex
p
ec
te
Performance
Ac
l
a
tu
to
e
u
(d
a
lo
g)
n
fi
Group Size

Other
Otherconclusions:
conclusions:
Odd
Oddnumber
numbergroups
groupsdo
do
better
than
even.
better than even.
Groups
Groupsof
of77or
or99perform
perform
better
overall
than
better overall thanlarger
larger
or
smaller
groups.
or smaller groups.
830
Group
Group Structure
Structure -- Composition
Composition

831
Group
Group Structure
Structure -- Cohesiveness
Cohesiveness
Increasing
Increasinggroup
groupcohesiveness:
cohesiveness:
1.1.
2.2.
3.3.
4.4.
5.5.
6.6.
7.7.
Make
Makethe
thegroup
groupsmaller.
smaller.
Encourage
Encourageagreement
agreementwith
withgroup
groupgoals.
goals.
Increase
Increasetime
timemembers
membersspend
spendtogether.
together.
Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
Stimulate
Stimulatecompetition
competitionwith
withother
othergroups.
groups.
Give
Giverewards
rewardstotothe
thegroup,
group,not
notindividuals.
individuals.
Physically
Physicallyisolate
isolatethe
thegroup.
group.

832
Relationship
Relationship Between
Between Group
Group Cohesiveness,
Cohesiveness,
Performance
Performance Norms,
Norms, and
and Productivity
Productivity

833
4.
4. Group
Group Processes
Processes
The next component of the group behavior model
considers the processes that go on within a work group,
such as:
1.The communication patterns used by members for
information exchanges
2. Group decision processes
3. Leader behavior
4. Power dynamics
5. Conflict interactions, and the like.
834
Group
Group Processes,
Processes, Contd.,
Contd.,

835
Effects
Effects of
of Group
Group Processes
Processes

=
836
5.
5. Group
Group Tasks
Tasks
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.
Simple, routine standardized tasks reduce the
requirement that group processes be effective in
order for the group to perform well.

837
6.
6. Group
Group Decision
Decision Making
Making
Strengths
More complete
information
Increased
diversity of views
Higher quality of
decisions
Increased
acceptance of
solutions
Weaknesses
More time
consuming
Increased
pressure to
conform
Domination by
one or a few
members
Ambiguous
responsibility
838
Group
Group Decision
Decision Making
Making (contd)
(contd)

839
Groupthink
Groupthink Symptoms
Symptoms
An illusion of invulnerability, which leads to unwarranted optimism and
excessive risk taking by the group.
Unquestioned assumption of the groups morality and therefore an absence of
reflection on the ethical consequences of group action.
Collective rationalization to discount negative information or warnings.
Stereotypes of the opposition as evil, weak, or stupid.
An illusion of unanimity such that greater consensus is perceived than really
exists.
Direct pressure on dissenting members, which reinforces the norm that
disagreement represents disloyalty to the group.
Mindguards, who protect the group from adverse information.

840
Group
Group Decision
Decision Making
Making Techniques
Techniques

841
Evaluating
Evaluating Group
Group Effectiveness
Effectiveness

842
Group
GroupProcesses:
Processes: Group
Group Decision
DecisionMaking
Making
Advantages
Disadvantages
Generates more
complete
information and
knowledge.
Time consuming
Generates more
diverse
alternatives.
Pressures to
conform
Increases
acceptance of a
solution.
Minority
domination
Ambiguous
responsibility
Increases legitimacy
of decision.

843
EXERCISE
EXERCISE
Would you prefer to work alone or as part of a
group?

844

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Foundations of Group Behavior

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ORGANIZATIONAL BEHAVIOR

2003 Prentice Hall Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook

AFTER STUDYING THIS CHAPTER,

AFTER STUDYING THIS CHAPTER,

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

All rights reserved.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

2003 Prentice Hall Inc.

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