Chapter 9 Just Notes PDF

We belong in groups based on occupation, race, gender etc. Being a part of groups will change our perception of situations. **Group** -- two or more individuals working to achieve an objective. Group can be formal or informal **Formal Group** -- individuals work together to achieve an organization...

We belong in groups based on occupation, race, gender etc. Being a part of groups will change our perception of situations. **Group** -- two or more individuals working to achieve an objective. Group can be formal or informal **Formal Group** -- individuals work together to achieve an organization's goal. Their behavior is determined by the organization (p.288) **Informal Group** -- individuals meet socially due to the need of social contact; affects behavior & performance **Social identity Theory** -- People having an emotional reaction to failure/success of their group -- like sports fans (p.289) **Ingroup favoritism** -- a perspective that members of a group see themselves as better than others (p.290) **Outgroup** -- A group viewed as the opposite of a group; often includes animosity **Social identity threat** -- the belief that you will be negatively viewed based on your group association (p.291) **Punctuated-equilibrium model** -- a set of phases a group goes through that involves a transition from inertia to activity **Role** -- a set of behaviors given the position in a social unit -- a husband, your career position etc. (p.292) **Role Perception** -- how we believe we should act, usually due to external stimuli (books, friends, shows, etc) **Role Expectation** -- how others believe you should act **Psychological Contract** -- an unwritten agreement between an employee/employer that sets mutual expectations. Management is expected to provide good working conditions; employees are expected to have a good attitude (p.293). The **consequences of a psychological contract** being broken are negative employee performance, lower productivity, theft, and quitting. Psychological contracts vary across cultures -- In China, it goes beyond work context **Role conflict** -- The individual is confronted by different **role expectations**. Ex. You must evaluate someone you mentor **Norms** -- acceptable standards/behaviors shared by members on what they should & should not do in certain situations, Ex: Being quiet while a golfer is putting **Deviant workplace behavior** -- Voluntary behavior that violates an organization's norm. Examples: intentionally working slowly, wasting resources. **Social Loafing** -- Expending less effort when working with others as a team. A reason for social loafing could be poor work ethic (304). **Some ways to prevent social loafing** -- Setting group goals, peer evaluations, & providing rewards based on individual contributions **Group Cohesiveness** -- how much a group likes & trusts each other; the glue that holds a group together. **Groupthink** -- avoiding conflict to reach a quick agreement, even if it's not the best decision **Groupshift** -- Making a decision that is generally more extreme than you would have done due to being in the group Norms control behavior by establishing right/wrong standards Cohesiveness influences a group's lvl of productivity To decrease deviant workplace activities -- ensure group norms do not support that type of behavior