Group and Interpersonal Behavior

Group and Interpersonal Behavior

Chapter 9Chapter 9

Organizational Behavior: ManagingPeople and Organizations,Ninth EditionGregory Moorhead, Ricky W. Griffin

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Chapter Learning Objectives

Discuss the interpersonal nature of organizations.

Define a group and illustrate their importance in organizations.

Identify and discuss the types of groups commonly found in organizations.

Describe the general stages of group development.

Discuss the major group performance factors.

Discuss intergroup dynamics.

Describe group decision making in organizations.

After studying this chapter you should be able to:

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The Interpersonal Nature of Organizations

Interpersonal relations and group processes pervade all organizations and are vital in managerial activities– Interpersonal dynamics—types of Interactions

Between individuals Between groups Between individuals and groups

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The Nature of Groups Group Defined

– Two or more people who interact with one another such that each person influences and is influenced by each other person

Categorization of Groups– By degrees of formalization

Formal groups—established by organization Informal groups—self-created by members

– By degrees of permanence Permanent Temporary

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Types of Groups

Categorization of Groups

Categorization of Groups

Formal Groups

CommandTask

Affinity

Formal Groups

CommandTask

Affinity

Informal Groups

FriendshipInterest

Informal Groups

FriendshipInterest

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Stages of Group DevelopmentFour-Stage Development Process of Groups

1. Mutual acceptance

2. Communication and decision making

3. Motivation and productivity

4. Control and organization

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Group Performance

CompositionComposition CohesivenessCohesivenessSizeSize NormsNorms

Factors Affecting Group Performance

Factors Affecting Group Performance

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Group Performance Factors

Group Composition– The degree of similarity or difference among

group members on factors important to the group’s work

Homogeneity– Degree to which members are similar in one or several

ways that are critical to the group’s work Heterogeneity

– Degree to which members differ in one or more ways that are critical to the group’s work

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Group Performance Factors (cont’d)

Group Composition (cont’d)– Variables relating to group composition

Productivity

Type of task

Organizational diversity

– Cultural traits: distrust, stereotyping, and communication

– Effects of diversity on cooperation and understanding in organizational alliances across country and culture boundaries

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Group Performance Factors (cont’d)

Group Size

– Is the number of members of the group

– Affects resources available to perform the task

– Affects degree of formalization of interactions, communication, and participation

– Can increase the degree of social loafing – is the tendency of some members of groups not put forth as much effort in a group situation as they would working alone.

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Group Performance Factors (cont’d)

Factors that Determine Ideal Group Size– Group members’ ability to interact and influence

each other (maturity of the group)

– Maturity of individual group members

– Group tasks

– Ability of the group leader to deal with communication, conflict, task activities

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Group Performance Factors (cont’d)

Group Norms– Are the standards against which the appropriateness of

the behaviors of members are judged– Determine behavior expected in a certain situation– Result from:

Personality characteristics of members The situation The historical traditions of the group

– Are enforced only for actions that are important to group members

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Group Performance Factors (cont’d)

Group Cohesiveness– Is the extent to which a group is committed to

staying together

– Results from forces acting on the members Attraction to the group

Resistance to leaving the group

Motivation to remain a member of the group

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Group Decision Making (cont’d) Group Polarization

– The tendency for a group’s average post-discussion attitudes to be more extreme than its average pre-discussion attitudes (risky “shift” or toward a more conservative view)

Why Polarization Occurs– Increasing confidence from shared opinions

– Persuasive arguments convincing weaker supporters

– Individuals substituting group responsibility for individual responsibility for the decision

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Group Decision Making (cont’d) Groupthink

– A mode of thinking that occurs when members of a group are deeply involved in a cohesive in-group and the desire for unanimity offsets their motivation to appraise alternative courses of action

Effects of Groupthink– Consideration of and focus on fewer alternatives– Failure to perceive non-obvious risks and drawbacks of an

alternative– Rejection of expert opinions– Ignoring potential for setbacks or actions of competitors in not

developing contingency plans

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Groupthink

Strong group cohesiveness

Strong group cohesiveness

Leader’s promotion of

a preferred solution

Leader’s promotion of

a preferred solution

Insulation of the group

from experts’ opinions

Insulation of the group

from experts’ opinions

Conditions Favoring the Development of Groupthink

Conditions Favoring the Development of Groupthink

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Group Decision Making (cont’d)

Participation– Is the degree to which employees should be

involved in decision process

Benefits of Participation– Helps in judgmental problem-solving situations

– Produces more and better decisions

– Helps in solving complex problems

– Creates a greater interest in the task

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Group Decision Making (cont’d)

Group Problem Solving Difficulties

– Factors limiting the generation-of-alternatives phase

Immediate reactions to alternatives discourages further proposals of alternatives

Experience, status, and power of some members intimidates less confident members

Limitations on idea generation imposed by the group leader

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Group Decision Making (cont’d)

Brain-storming

Brain-storming

Nominal Group

Techniques

Nominal Group

Techniques

Delphi Technique

Delphi Technique

Group Problem Solving Techniques

Group Problem Solving Techniques