Ob unit 7.pptx

International University of Management. OBE0S2: Unit 7: Foundations of Group Behavior Unit 7 Learning Objectives After studying this chapter you should be able to: Define group and differentiate between different types of groups. Identify the five stages of group development. Sh...

International University of Management. OBE0S2: Unit 7: Foundations of Group Behavior Unit 7 Learning Objectives After studying this chapter you should be able to: Define group and differentiate between different types of groups. Identify the five stages of group development. Show how role requirements change in different situations. Demonstrate group how norms and status exert influence on an individual’s behavior. Show how size affects group performance. Contrast the benefits and disadvantages of cohesive groups. Understand the implications of diversity for group effectiveness. Contrast the strengths and weaknesses of group decision- making. Compare the effectiveness of interacting, brainstorming, nominal, and electronic meeting groups. Define group and differentiate between different types of groups A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. The behaviors that one should engage in are stipulated by and directed toward organizational goals. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to the need for social contact. Three employees from different departments who regularly eat lunch together is an informal group. There is no single reason why individuals join groups. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into Define group and differentiate between different types of groups cont…. When do people develop a social identity? Several characteristics make a social identity important to a person. First, Similarity suggests it is not surprisingly, people who have the same values or characteristics as other members of their organization have higher levels of group identification. Distinctiveness suggests that people are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics. Status sees a category because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations. And lastly, Uncertainty reduction sees membership in a group helping some people understand who they are and how they fit into the world. Identify the five stages of group development First is the Forming stage. It is characterized by a great deal of uncertainty about the group’s purpose, structure, and leadership. Members try to determine what types of behavior are acceptable. This stage is complete when members have begun to think of themselves as part of a group. Second is the Storming stage. This is a period of intragroup conflict. Members accept the existence of the group, but there is resistance to constraints on individuality. Conflict arises over who will control the group. When this stage is complete, there will be a relatively clear hierarchy of leadership within the group. Third is the norming stage. It is one in which close relationships develop and the group demonstrates Identify the five stages of group development cont…. Next is the performing stage. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing. For permanent work groups, performing is the last stage in their development. And lastly is the adjourning stage. For temporary committees, teams, task forces, and similar groups that have a limited task to perform, there is an adjourning stage. In this stage, the group prepares for its disbandment. Attention is directed toward wrapping up activities. Responses of group members vary in this stage. Some are upbeat, basking in the group’s accomplishments. Others may be depressed over the loss of camaraderie and friendships. Identify the five stages of group development cont…. Group Effectiveness  Groups proceed through the stages of group development at different rates.  Those with a strong sense of purpose and strategy rapidly achieve high performance and improve over time.  Similarly, groups that begin with a positive social focus appear to achieve the “performing” stage more rapidly. Show how role requirements change in different situations All group members are actors, each playing a role. “A set of expected behavior patterns attributed to someone occupying a given position in a social unit.” We are required to play a number of diverse roles, both on and off our jobs. Many of these roles are compatible; some create conflicts. Different groups impose different role requirements on individuals. First is Role Identity. There are certain attitudes and actual behaviors consistent with a role, and they create the role identity. People have the ability to shift roles rapidly when they recognize that the situation and its demands clearly require major changes. Second is Role Perception. One’s view of how one is supposed to act in a given situation is a role perception. We get these perceptions from stimuli all around us—friends, books, movies, television. The primary reason that apprenticeship programs exist is to allow beginners to watch an “expert,” so that they can learn to act as they are supposed to. Show how role requirements change in different situations cont… Third is Role Expectations that is how others believe you should act in a given situation. It includes how you behave being determined to a large extent by the role defined in the context in which you are acting. When role expectations are concentrated into generalized categories, we have role stereotypes. The psychological contract is an unwritten agreement that exists between employees and their employer. It sets out mutual expectations—what management expects from workers, and vice versa. It defines the behavioral expectations that go with every role. If role expectations as implied are not met, expect negative repercussions from the offended party. Next is Role Conflict. This is “When an individual is confronted by divergent role expectations” It exists when compliance with one role requirement may make more difficult the compliance with another. During mergers and acquisitions, employees can be torn between their identities as members of their original organization and of the new parent company. Organizations structured around multinational operations also have been shown to lead to dual identification, with employees distinguishing between the local division and the international organization. Demonstrate how norms and status exert influence on an individual’s behavior All groups have norms—“acceptable standards of behavior that are shared by the group’s members.” Norms tell members what they ought and ought not to do under certain circumstances. Performance norms provide explicit cues about how hard members should work, what the level of output should be, how to get the job done, what level of tardiness is appropriate, and the like. These norms are extremely powerful and are capable of significantly modifying a performance prediction based solely on ability and level of personal motivation. Appearance norms include dress codes, unspoken rules about when to look busy and the like. Social arrangement norms focus on whom to eat lunch or whether to form friendships on and off the job. Resource allocation norms include the assignment of difficult jobs, and the distribution of resources, like pay or equipment. Demonstrate how norms and status exert influence on an individual’s behavior cont… Status and Norms can influence behavior in organizations. High- status members of groups often are given more freedom to deviate from norms than other group members. High-status people also are better able to resist conformity pressures. The previous findings explain why many star athletes, famous actors, top-performing salespeople, and outstanding academics seem oblivious to appearance or social norms. Status and Group Interaction is influenced by status. High-status people tend to be assertive. Status difference inhibit diversity of ideas & creativity. Lower-status members tend to be less active. When Status Inequity is perceived, it creates disequilibrium that results in corrective behavior. Hierarchical groups can lead to resentment among those at the lower end of the status continuum. Large differences in status within groups are also associated with poorer individual performance, lower health, and higher intentions to leave the group. Demonstrate how norms and status exert influence on an individual’s behavior cont… Groups generally agree within themselves on status criteria; hence, there is usually high concurrence in-group rankings of individuals. Managers who occupy central positions in their social networks are typically seen as higher in status by their subordinates, and this position translates into greater influence over the group’s functioning. Individuals can find themselves in conflicts when they move between groups whose status criteria are different, or when they join groups whose members have heterogeneous backgrounds. Business executives may use personal income or the growth rate of their companies as determinants of status. Government bureaucrats may use the size of their budgets, and blue-collar workers years of seniority. When groups are heterogeneous or when heterogeneous groups must be interdependent, status differences may initiate conflict as the group attempts to reconcile the differing hierarchies. Show how size affects group performance The size of a group affects the group’s overall behavior, but the effect depends on the dependent variables: Smaller groups are faster at completing tasks than are larger ones. If the group is engaged in problem solving, large groups consistently do better. Large groups of a dozen or more members are good for gaining diverse input. Smaller groups of seven members are better at doing something productive with that input. Contrast the benefits and disadvantages of cohesive groups Groups differ in their cohesiveness which is “the degree to which members are attracted to each other and are motivated to stay in the group.” Cohesiveness is important because it is related to the group’s productivity. The relationship of cohesiveness and productivity depends on the performance-related norms established by the group. If performance-related norms are high, a cohesive group will be more productive. If cohesiveness is high and performance norms are low, productivity will be low. Encourage group cohesiveness by making the group smaller, encourage agreement with group goals, increase the time members spend together, increase the status of the group and the perceived difficulty of attaining membership in the group. Stimulate competition with other groups, give rewards to the group rather than to individual members, or physically isolate the group. Contrast the strengths and weaknesses of group decision-making The strengths of Group Decision-Making include Groups generating more complete information and knowledge. They offer increased diversity of views. This opens up the opportunity for more approaches and alternatives to be considered. The evidence indicates that a group will almost always outperform even the best individual. Groups lead to increased acceptance of a solution. The weaknesses of Group Decision-Making include the fact that It is time consuming. There is a conformity pressure in groups. One or a few members can dominate group discussion. Group