Foundations of Group Behavior

Foundations of Group
Behavior
Defining
Defining and
and Classifying
Classifying Groups
Groups
• Group:
– Two or more individuals interacting and
interdependent, who have come together to
achieve particular objectives
• Formal Group:
– Defined by the organization’s structure with
designated work assignments establishing
tasks
• Informal Group:
– Alliances that are neither formally structured
nor organizationally determined
– Appear naturally in response to the need for
Subclassifications
Subclassifications of
of Groups
Groups
Formal Groups Informal Groups

• Command Group • Interest Group
– A group composed of the – Members work together to
individuals who report attain a specific objective
directly to a given manager with which each is
• Task Group concerned
– Those working together to • Friendship Group
complete a job or task in an – Those brought together
organization but not limited because they share one or
by hierarchical boundaries more common
characteristics
Why
Why People
People Join
Join Groups
Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
Five
Five Stages
Stages of
of Group
Group
Development
Development Model
Model
The
The Five
Five Stages
Stages of
of Group
Group
Development
Development
1. Forming
– Members feel much uncertainty
2. Storming
– Lots of conflict between members of the
group
3. Norming Stage
– Members have developed close
relationships and cohesiveness
4. Performing Stage
– The group is finally fully functional
5. Adjourning Stage 9-6
Critique
Critique of
of the
the Five-Stage
Five-Stage Model
Model
• Assumption: the group becomes more
effective as it progresses through the
first four stages
– Not always true – group behavior is more
complex
– High levels of conflict may be conducive to
high performance
– The process is not always linear
– Several stages may occur simultaneously
– Groups may regress
• Ignores the organizational context
An
An Alternative
Alternative Model
Model for
for Group
Group
Formation
Formation
Temporary groups with deadlines don’t
follow the five-stage model
Punctuated-Equilibrium Model
– Temporary groups under deadlines go through transitions between
inertia and activity—at the halfway point, they experience an
increase in productivity.
– Sequence of Actions
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
Group
Group Properties
Properties
Group
Group Property
Property 1:
1: Roles
Roles
• Role
– 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 individual’s view of how he or she is supposed to act in a given
situation – received by external stimuli
• Role Expectations
– How others believe a person should act in a given situation
– Psychological Contract: an unwritten agreement that sets out
mutual expectations of management and employees
• Role Conflict
– A situation in which an individual is confronted by divergent role
expectations
Group
Group Property
Property 2:
2: Norms
Norms
• Norms
– Acceptable standards of behavior within a
group that are shared by the group’s
members
• Classes of Norms
– Performance norms - level of acceptable
work
– Appearance norms - what to wear
– Social arrangement norms - friendships and
the like
– Allocation of resources norms - distribution
and assignments of jobs and material
Group
Group Property
Property 3:
3: Status
Status
A socially defined position or rank given to
groups or group members by others – it
differentiates group members
– Important factor in understanding behavior
– Significant motivator
Status Characteristics Theory
What determine status:
– Status derived from one of three sources:
• Power a person has over others
• Ability to contribute to group goals
• Personal characteristics
Group
Group Property
Property 4:
4: Size
Size
• Group size affects behavior
• Size:
– Twelve or more members is a “large” group
– Seven or fewer is a “small” group
• Best use of a group:
Attribute Small Large
Individual Performance X
Diverse Input X
Overall Performance X
Issues
Issues with
with Group
Group Size
Size
• Social Loafing
– The tendency for individuals to expend less
effort when working collectively than when
working individually
• Managerial Implications
– Build in individual accountability
– Prevent social loafing by:
• Setting group goals
• Increase intergroup competition
• Use peer evaluation
• Distribute group rewards based on individual
effort
Group
Group Property
Property 5:
5: Cohesiveness
Cohesiveness
Degree to which group members are
attracted to each other and are
motivated to stay in the group
Managerial Implication
– To increase cohesiveness:
• Make the group smaller.
• Encourage agreement with group goals.
• Increase time members spend together.
• Increase group status and admission difficulty.
• Stimulate competition with other groups.
• Give rewards to the group, not individuals.
Group Decision Making
• Strengths • Weaknesses
– More complete – More time
information consuming (slower)
– Increased diversity of
– Increased pressure
views
to conform
– Higher quality of
decisions (more – Domination by one
accuracy) or a few members
– Increased acceptance – Ambiguous
of solutions responsibility
Group Decision-Making Techniques
Interacting Groups
Typical groups, in which the members interact with
each other face-to-face.
Nominal Group Technique

A group decision-making method in which individual
members meet face-to-face to pool their judgments
in a systematic but independent fashion.
Group Decision-Making Techniques
Brainstorming
An idea-generation process that specifically
encourages any and all alternatives, while
withholding any criticism of those alternatives.
Electronic Meeting
A meeting in which members
interact on computers, allowing
for anonymity of comments and
aggregation of votes.
Evaluating Group Effectiveness
TYPE OF GROUP
Effectiveness Criteria Interacting Brainstorming Nominal Electronic
Number and quality of ideas Low Moderate High High

Social pressure High Low Moderate Low
Money costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task orientation Low High High High
Potential for interpersonal conflict High Low Moderate Low
Commitment to solution High Not applicable Moderate Moderate
Development of High High Moderate Low
group cohesiveness

Foundations of Group Behavior

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Foundations of Group Behavior

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Foundations of Group

Formal Groups Informal Groups

Nominal Group Technique

Effectiveness Criteria Interacting Brainstorming Nominal Electronic

Number and quality of ideas Low Moderate High High

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