9 Chap 9 Foundation of Group Behaviour

8/19/2019 9 Chap 9 Foundation of Group Behaviour

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Chapter # 1 Foundation of Group Behaviour Page 1

Chapter #1: Foundations of Group Behavior

Organizational behavior (OB) Delineate

•

Organizational behavior (OB) is a field of study that investigates the impactthat individuals, groups, and structure have on behaviour within

organizations, for the purpose of applying such knowledge toward

improving an organization’s effectiveness.

Organization

• Organization is a deliberate arrangement of people to accomplish some

specific purpose.

Characteristics of an Organization

• Organizations have three common characteristics.

a) Composed of people

b) Deliberate structure

c)

Distinct purpose

Management Functions

• Today, these functions have been condensed to four:

1. Planning

2. Organizing

3. Leading

4. Controlling

1.

Planning

• Planning involves:

a) Defining goals,

b) Establishing strategies for achieving those goals, and

c) Developing plans to integrate and coordinate activities.


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2.

Organizing

• Organizing involves

a)

Arranging Work andb) Structuring work to accomplish the organization’s goals.

3. Leading

• Leading involves

a) Working with and

b) Through people to accomplish organizational goals.

4.

Controlling

• Controlling involves

a) Monitoring,

b) Comparing, and

c) Correcting work performance.


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1.

Definegroupand distinguish the different types of groups.

• Group is defined as Two or more individuals interacting and

interdependent, who have come together to achieve particular objectives.

•

There are two types of Groups

I. Formal Groups

II. Informal Groups

I. Formal Groups

•

Formal groups are established by the organization with defined work tasksand outcomes.

• In formal groups, the behavior of the each member is specified and

directed towards organizational goals.

• There are two main types of formal groups:

a) Command groups

b)

Task groups

a)

Command groups

• Command Groups are composed of the individuals who report directly to a

given manager and determined by the organization chart.

b) Task groups

•

Task Groups are working together to complete a job or task in an

organization but not limited by hierarchical boundaries and determined by

the organization.


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II. Informal Groups

• The informal groups are alliances that are neither formally structured nor

organizationally determined.

•

Informal groups appear naturally in response to the need for social contact.

• Informal Groups deeply affect behavior and performance.

• There are two main types of informal groups:

a)

Friendship Groups

b) Interest Groups

a)

Friendship Groups

• Friendship Groups are typically formed around a common characteristic.

• Friendship groups composed of people with natural affinities (empathies,

sympathies, attractions) for one another.

b) Interest Groups

•

Interest Groups are typically formed around a common interest.

• In Interest Groups, members work together to attain a specific objective

with which each is concerned.


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2. Why People Join Groups

• People join groups for:

I.

Security

II.

Status

III. Self-esteem

IV. Affiliation

V. Power

VI. Goal Achievement

I. Security

• Security reduces the insecurity of “standing alone”, feel stronger, fewer

self-doubt, and more resistant to threats.

II. Status

• Inclusion in a group viewed by outsiders as important.

•

Group provides recognition and status.

III. Self-esteem

• Self-esteem provides feelings of self-worth to group members, in addition

to conveying status to outsiders.

IV. Affiliation

• Affiliation fulfills social needs.

• Enjoys regular interaction; can be primary source for fulfilling need for

affiliation.


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V. Power

• What cannot be achieved individually often becomes possible; power in

numbers.

VI.

Goal Achievement

• Some tasks require more than one person; need to pool talents,

knowledge, or power to complete the job.

• In such instances, management may rely on the use of a formal group.


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3.

Identify the five stages of group development

• The five-stage group development model characterizes groups as moving

through five distinct stages in the group process.

•

They are:

I.

Forming,

II.

Storming,

III. Norming,

IV. Performing, and

V.

Adjourning.

I. Forming,

• The first stage in group development is characterized by much uncertainty.

• The forming stage is filled with uncertainty as group members figure out

(work out) their roles and the group norms.

• This forming stage is complete when members think themselves as part of a

group.

II. Storming,

•

The second stage in group development is characterized by intragroupconflict.

• The storming stage occurs when member roles are developed and conflict

arises between group members.

• This storming stage is complete when there will be clear hierarchy of

leadership within the group.

III.

Norming,

•

The third stage in group development is characterized by close

relationships and cohesiveness.

• As members develop closer relationships and a sense of cohesiveness

(Bond), they move into the norming stage.

• This norming stage is complete when the group structure solidifies (get

hard) and correct member behavior is defined.


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IV.

Performing, and

• The fourth stage in group development when the group is fully functional.

• During this stage, the group members work effectively and efficiently

towards achieving the group objectives.• Performing is the last stage in group development for permanent work

groups.

V.

Adjourning

• The final stage in group development for temporary groups is characterized

by concern with wrapping up activities rather than task performance.

Critique of the Five-Stage Model

• Although the five-stage development model is widely accepted there are

some critiques of the model.

• Assumption that the group becomes more effective as it progresses

through the first four stages

Ø Not always true – group behavior is more complex

Ø

High levels of conflict may be conducive (favorable, encouraging) to highperformance

Ø The process is not always linear

Ø Several stages may occur simultaneously

Ø Groups may regress (retreat or revert or degenerate)

• Model ignores the organizational context.


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Group Properties: Roles, Norms, Status, Size, Cohesiveness, and Diversity

4. Show how role requirements change in different situations

•

There are several properties of groups that help shape group behavior.• Explain and predict individual behavior.

• They are:

I.

Roles,

II. Norms,

III. Status,

IV. Size, and

V.

Cohesiveness (Unified, sticking, holding, or working together as a united

whole)

I. Roles,

• Role is a set of prescribed or expected behaviors associated with a

particular position or status in a group such as the leader or the task

master.

• The following are the role requirements:

a)

Role Identityb)

Role Perception

c) Role Expectations

d)

Role Conflict

a)

Role Identity

• Each role is assigned a certain identity that explains expected attitudes and

behaviors that correspond with the role identity.

b)

Role Perception

• Role perception is an individual’s view of how he or she is supposed to act

in a given situation.


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c)

Role Expectations

• Role expectation is other’s view of how he or she is supposed to act in a

given situation.

•

The example of Role Expectations is Psychological Contract that is anunwritten agreement that sets out mutual expectations of management

and employees.

d) Role Conflict

• Role conflict occurs when the expected behaviors don’t match up with the

behaviors being exhibited (showed, displayed).

Zimbardo’s Prison Experiment

• Zimbardo conducted a prison experiment at Stanford University where he

randomly assigned students the roles of guards and prisoners.

• He set up a fake prison in the psychology building on Stanford’s campus

and made the experiment as realistic as possible.

• Within six days the guards and prisoners had taken to their roles in such a

way that the experiment was halted due to concerns about the impact on

the participants.

•

The guards took their role seriously and treated the prisoners with disdain(disregard) and disrespect.

• In response, the prisoners, even though they were only assigned the role,

were subservient (submissive or obedient) to the guards.

• They could have fought back or rebelled but they fell into the role and took

the negative behavior of the guards as if they were truly prisoners.


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5.

Demonstrate how norms and status exert influence on an individual’s

behavior.

II. Norms,

• Norms are acceptable standards of behavior within a group that are shared

by the group members.

• The norms are classified as:

a) Performance Norms

b)

Appearance Norms

c) Social Arrangement Norms

d) Allocation of Resources Norms

a) Performance Norms

• Performance norms look at an acceptable work level or quality.

b)

Appearance Norms

• Appearance norms look about what to wear.

c)

Social Arrangement Norms

• Social arrangement norms look at acceptable relationships.

d) Allocation of Resources Norms

• Allocation of resources norms look at how things are distributed and

assigned.


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Group Norms and the Hawthorne Studies

• A series of studies undertaken by Elton Mayo at Western Electric

Company’s Hawthorne Works in Chicago between 1924 and 1932.

•

These studies found that:

Ø

Worker behavior and sentiments (feelings) were closely related.

Ø Group influences (norms) were significant in affecting individual behavior.

Ø Group standards (norms) were highly effective in establishing individual

worker output.

Ø Money was less a factor in determining worker output than were group

standards, sentiments, and security.

Norms and Behavior

• Group norms and behavior are based on:

a)

Conformity

b) Reference Groups

c) Asch Studies

a)

Conformity

• Conformity is adjusting one’s behaviour to align with the norms of the

group.

• Every member has a desire for acceptance by the group so they have to

conform to group norms

b) Reference Groups

• Reference Groups are important groups to which individuals belong or

hope to belong and the individual norms are likely to conform.


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c) Asch Studies

• The Asch studies furthered our understanding of conformity and

demonstrated the power of conformance.

•

This study, however, was done a number of years ago and some research

has shown that conformity is decreasing in importance and can be

culturally bound.

Defying Norms: Deviant Workplace Behavior

• Deviant Workplace Behavior is also called antisocial behavior or workplace

incivility (rudeness, vulgarity)

•

Antisocial actions by organizational members that intentionally violate

established norms and result in negative consequences for the

organization, its members, or both.

Typology of Deviant Workplace Behavior

• Production – Leaving Early, Working Slowly and Wasting Resources.

• Property – damage and stealing.

• Political – favoritism, gossip and blaming.

• Personal Aggression – sexual harassment and verbal abuse.

Group Influence on Deviant Behavior

• Group norms can influence the presence of deviant behavior.

• Simply belonging to a group increases the likelihood of deviance.

• Being in a group allows individuals to hide – creates a false sense of

confidence that they won’t be caught.


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III.

Status,

• Status is a socially defined position or rank given to groups or group

members by others.

•

Status can influence behavior and is a significant motivator.• According to status characteristics theory , status is derived from one of

three following sources:

a)

Power over others

b) Ability to contribute to group goals

c)

Personal characteristics

Status can have an impact on a number of things in groups. Such as:

a)

On Norms and Conformity

b) On Group Interaction

c)

On Equity

a)

On Norms and Conformity

• High-status members are less restrained by norms and pressure to

conform.

•

Some level of deviance is allowed to high-status members without affectinggoal achievement.

b) On Group Interaction

• High-status members are more assertive.

• Large status differences limit diversity of ideas and creativity.

c) On Equity

• If status is perceived to be inequitable, it will result in various forms of

corrective behavior.


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6.

Show how group size affects group performance

IV. Size

•

Size is an important factor in group behavior and impacts the behavior ingroups.

• The larger the group (Twelve or more members), the harder it is to get

contribution by all members and do so in a timely manner.

• Whereas small groups (Seven or less members) can be limited in their

problem-solving ability and the availability of resources could be limited.

Best use of a group

Attribute Small Large

Speed X

Individual Performance X

Problem Solving X

Diverse Input X

Fact-Finding Goals X

Overall Performance X

Issues with Group Size

Social Loafing

• There are some detrimental behaviors that can occur around group size.

• Social loafing is an example where there is a tendency for individuals to

expend less effort when working collectively than when working

individually.

• Social loafing can be prevented by:

i. Setting up goals and tasks for individuals,

ii. Encouraging or increasing intergroup competition,

iii. Using peer evaluation as part of the feedback process, and

iv. Linking group rewards to individual behavior.


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• Odd number groups do better than even.

• Groups of 5 to 7 perform better overall than larger or smaller groups.

• When working with group managers, one must be sure to build in individual

accountability.

7.

Contrast the benefits and disadvantages of cohesive groupsV. Cohesiveness

• Cohesiveness is the degree to which group members are attracted to each

other and are motivated to stay in the group.

• Cohesiveness can be increased by:

i. Making the group smaller.

ii. Encouraging agreement with group goals.

iii. Increasing time members spend together.

iv.

Increasing group status and admission difficulty.v. Stimulating competition with other groups.

vi. Giving rewards to the group, not to individuals.

vii. Physically isolating the group.

• Cohesiveness affects group productivity.

• Studies consistently show that the relationship between cohesiveness and

productivity depends on the group’s performance related norms.

• If performance norms for quality, output, and cooperation with outsiders

are high, a cohesive group will be more productive than will a less cohesive

group.

• But if cohesiveness is high and performance norms are low, productivity

will be low.

• If cohesiveness is low and performance norms are high, productivity

increases, but less than in the high-cohesiveness high-norms situation.

• When cohesiveness and performance-related norms are both low,

productivity tends to fall into the low-to-moderate range.

Group Decision Making


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8.

Contrast the strengths and weaknesses of group decision making

Decision Making

•

Group decision-making (also known as collaborative decision-making) is asituation faced when individuals collectively make a choice from the

alternatives before them.

• Large groups facilitate the pooling of information about complex tasks and

solve the problems.

• Smaller groups are better suited to coordinating and facilitating the

implementation of complex tasks.

• Group decision making comes with its strengths and weaknesses when

compared to individual decision making.

Group Decision Making

Strength Weakness

i. More complete information

and knowledge.

ii. Increased diversity of views.

iii. Increased acceptance of

solutions.

iv. Higher quality of decisions

(more accuracy)

i.

More time consuming (slower)

ii. Increased pressure to conform

iii. Domination by one or a few

members

iv. Ambiguous responsibility

Group Decision Making Phenomena

• In the decision-making process some problems can arise.


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a) Groupthink

b) Groupshift

a) Groupthink

• Groupthink is a common problem in groups.

• Groupthink is a phenomenon in which the norm for consensus overrides

the realistic appraisal of alternative courses of actions that may be from the

minority or unpopular member.

• Groupthink is a disease that hinders performance of the group.

Groupthink Symptoms:

I. Illusion of Invulnerability (Immunity): Members ignore obvious

danger, take extreme risk, and are overly optimistic.

II. Collective Rationalization: Members discredit and explain away

warning contrary to group thinking.

III. Illusion of Morality: Members believe their decisions are morally

correct, ignoring the ethical consequences of their decisions.

IV. Excessive Stereotyping: The group constructs negative stereotypes of

rivals outside the group.

V.

Pressure for Conformity: Members pressure any in the group who

express arguments against the group's stereotypes, illusions, or

commitments, viewing such opposition as disloyalty.

VI. Self-Censorship: Members withhold their dissenting views and

counterarguments.

VII. Illusion of Unanimity: Members perceive falsely that everyone agrees

with the group's decision; silence is seen as consent.

VIII. Mind guards: Some members appoint themselves to the role of

protecting the group from adverse information that might threatengroup complacency


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Minimize Groupthink By:

• Reduce the group size 10 or less.

• Encourage group leaders to be impartial.

•

Appoint a “devil’s advocate”.• Use exercises on diversity.

b) Group shift

• Another phenomenon in the group decision-making process is group shift.

• Group shift refers to a condition where the position of an individual in the

group changes to adopt a more extreme position due to the influence of

the group. • This denotes that the individual would adopt a riskier decision in his group

although in reality this is different to his initial position.

• Social psychologists highlight that this is mainly because the risk is shared in

the group.

• It occurs because:

a) Social comparison- “everyone else is holding ‘better’ view”

b) Informational influence- “I never considered that”

c)

Normative influence- “I should shift with the group norm”d) Social decision schemes- “majority rules”


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Group Decision-Making Techniques

9. Compare the effectiveness of interacting, brainstorming, nominal, and

electronic meeting groups

Exam Q: Brainstorming and Electronic Meetings are used as management

tool by the modern organizations, Why? Explain and discuss the

effectiveness of Brainstorming and Electronic Meetings of group.

a)

Interactive Meeting Technique

b)

Brainstorming Meeting Technique

c)

Electronic Meeting Technique

d) Nominal Group Technique

a)

Interactive Meeting Technique

• Typical groups in which members interact with each other face-to-face and

rely on verbal and nonverbal communication.

Why Use Brainstorming and Electronic Meeting

• Brainstorming and Electronic Meetings are used as part of a regular

organizational meeting process.

• They give organizations the opportunity to efficiently gather ideas, organize

those ideas, and to later make decisions.

• They can break through traditional thinking about a problem.

• They can generate new ways of thinking.

• They can provide an environment for building on new ideas.

• They can reduce the tendency of discarding new ideas.

•

They can facilitate group building.

• They can encourage group problem solving.


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b) Brainstorming

• Brainstorming is developed by Alex Osborn.

• Brainstorming is idea generation process.

•

Brainstorming session starts when the problem is defined as fully as

possible to the group.

• Group members meet face-to-face to generate and debate many solutions

or ideas to solve the problem.

• Group members are not allowed to evaluate solutions until all solutions are

listed.

• When all solutions are listed, then the pros and cons of each are discussed

and a short list of solutions created.

Guidelines for brainstorming

• No criticism of ideas

• Go for large quantities of ideas

• Build on each other’s ideas

• Encourage wild and exaggerated (overstated) ideas

c)

Electronic Meeting

• Here, the decision making process takes place virtually with the help of

technology.

• Participants type any message they want to convey and this flashes on the

screen of other participating members.

• In this process, the identity of the participants can be kept a secret and they

can voice their opinions without any inhibitions (reserves)


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Compare the effectiveness of interacting, brainstorming, nominal, and

electronic meeting groups

• Each of the four group-decision techniques has its own set of strengths and

weaknesses.• Brainstorming develops group cohesiveness and is good in task orientation,

minimize social pressure and cost low.

• Electronic meetings minimize social pressures and conflicts and are good in

more idea generation and task orientation.

• The following table indicates that an interacting group is good for achieving

commitment to a solution, development of group cohesiveness and costs

low.

• The nominal group technique is an inexpensive means for generating a

large number of ideas and is also good in task orientation.

Type of Group

Effectiveness

Criteria

Brain-

stormingElectronic Interacting Nominal

Number and quality

of ideasModerate High Low High

Social Pressure Low Low High Moderate

Money Costs Low High Low LowSpeed Moderate Moderate Moderate Moderate

Task Orientation High High Low High

Potential for

Interpersonal

Conflict

Low Moderate High Moderate

Commitment to

SolutionN/A Moderate High Moderate

Development of

GroupCohesiveness

High Low High Moderate

9 Chap 9 Foundation of Group Behaviour

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