Chapter 9: Foundation of Group Behavior By Ms.

Sadia Aziz Ansari

Defining and Classifying Groups

A Group

Two or more individuals interacting and interdependent, who have come together to achieve particular objectives

Formal Groups
Defined by the organizations structure with designated work assignments establishing tasks

Informal Groups
Alliances that are neither formally structured nor organizationally determined

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Formal Groups Informal Groups

Command Group
A group composed of the individuals who report directly to a given manager

Interest Groups
Members work together to attain a specific objective with which each is concerned

Task Group
Those working together to complete a job or task in an organization but not limited by hierarchical boundaries

Friendship Groups
Those brought together because they share one or more common characteristics

Why People Join Groups?

Security

Status Self-esteem Affiliation Power Goal Achievement

Stages of Group Development

The Five Stage Model

Stage I: Forming

Members feel much uncertainty

Stage II: Storming

Lots of conflict between members of the group

Stage III: Norming

Members have developed close relationships and cohesiveness

Stage IV: Performing

The group is finally fully functional In temporary groups, characterized by concern with wrapping up activities rather than performance

Stage V: Adjourning

Shortcoming:
Dont describe the underlying psychological mechanism moving a group from one stage to another. Don't specify the time groups need or do spend in each stage. Dont take into account the external environment. When environments can constrain development but cannot alter it.

Punctuated Equilibrium Model

All groups move through periods of inertia separated by a brief period of transition
Long periods of equilibrium are punctuated (interrupted) by periods of radical change and reorientation.

Periods of inertia are marked by the presence of deep structures and incremental changes. Transition times are triggered by a problem. We need to change the way were working Transition times are windows of opportunity "not inevitable (or inevitably good) changes.

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1. 2. 3. Transition may also occurs due to: a strong external shock a change in group composition & any dramatically novel state of affairs (e.g., persistent poor performance

Shortcoming :
Dont describe group development or deadline pressure. Limited usefulness to managers. Focused narrowly or may only be applicable to temporary creative problem-solving groups.

Group Properties:
Roles are a set of expected behavior patterns attributed to someone occupying a given position in a social unit
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:

Psychological Contract

How others believe a person should act in a given situation

An unwritten agreement that sets out what management expects from the employee and vice versa

Role Conflicts:

Every member of a group comes to expect certain behaviors from another member, asking that member to essentially perform his role. When these roles are questioned by another contradictory role, the results can be disappointing and even cause resentment. The individual experiencing a role conflict can also feel frustrated or overwhelmed by the contradiction, or even hurt by resentment among his peers

Norms & Status

 Status is a socially defined position or rank given to groups or group members by others Status derived through three sources: 1) Power a person has over others 2) Ability to contribute to group goals & 3) Personal characteristics

Cohesiveness

Group Size:

Group Decision Making

Group Decision Making

Group Decision Making vs. Individual Choice Effectiveness and Efficiency
Strengths of Group Decision Making
Generate more complete information and knowledge

Weaknesses of Group Decision Making

Time-consuming activity

Offer increased diversity of views and greater creativity

Conformity pressures in the group

Increased acceptance of decisions Generally more accurate (but not as accurate as the most accurate group member

Discussions can be dominated by a few members

A situation of ambiguous responsibility

Group Decision Making

Group-think

Group-shift

Situations where group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views

When discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions that they hold. This causes a shift to more conservative or more risky behavior.

Group-think

Symptoms
Group members rationalize any resistance to the assumptions they have made.

Minimizing Groupthink

Reduce the size of the group to 10 or less

Members apply direct pressure on those who express doubts about shared views or who question the alternative favored by the majority. Members who have doubts or differing points of view keep silent about misgivings.

Encourage group leaders to be impartial

Appoint a devils advocate

There appears to be an illusion of unanimity.

Use exercises on diversity

Nominal Group Technique

Participants write down their own ideas first and then share and prioritize the assemblage of ideas. Participants typically vote anonymously for their favorite idea

Benefits Everyone in a meeting can voice his or her opinion. Everyone is the meeting is participating and the amount of side comments and conversations is minimal. Limitations The technique may be too rigid. Ideas and opinions typically are not considered in relation to each other.

Global Implication
Groups and task performance
Social loafing Disruptive behaviour

Group effectiveness
Effective groups