Group Behavior & Dynamics Slides PDF

Foundations Foundations of of Group Group Behavior Behavior OBJECTIVES AFTER AFTER LEARNING LEARNING THIS THIS TOPIC,...

Foundations Foundations of of Group Group Behavior Behavior OBJECTIVES AFTER AFTER LEARNING LEARNING THIS THIS TOPIC, TOPIC, YOU YOU SHOULD SHOULD BE BE ABLE ABLE TO: TO: 1. Differentiate between formal and informal groups. 2. Compare two models of group development. LEARNING 3. Explain how group interaction can be analyzed. 4. Identify the key factors in explaining group behavior. 5. Explain how role requirements change in different situations. O B J E C T I V E S (cont’d) AFTER AFTER LEARNING LEARNING (CONT’D) (CONT’D) 6. Identify the benefits and disadvantages of cohesive groups. 7. Define social loafing and its effect on group performance. 8. Describe how norms exert influence on an individual’s behavior. 9. List the strengths and weaknesses of group decision making. LEARNING 10. Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups. Defining Defining and and Classifying Classifying Groups Groups Group(s) Two or more individuals interacting and interdependent, who have come together to achieve particular objectives Informal Group Formal Group Alliances that are neither Defined by the formally structured nor organization’s structure organizationally determined with designated work Appear naturally in response assignments establishing to the need for social contact tasks Deeply affect behavior and performance Classifying Classifying Groups Groups Command Groups Formal Task Groups Interest Groups Informal Friendship Groups Defining Defining and and Classifying Classifying Groups Groups (cont’d) (cont’d) Command Group Task Group Interest Group Friendship Group Command and task groups are dictated by the formal organization. Interest and friendship groups are informal alliances.  Check-up: Check-up: True or False: All command groups are also task groups, and all task groups are Command Groups. False. The first part is true, but the second part is false. As a task group may include members from different levels. Why Why People People Join Join Groups Groups Security Security Status Status Self-esteem Self-esteem Affiliation Affiliation Power Power Goal GoalAchievement Achievement Stages Stages of of Group Group Development Development  Groups pass through standardized sequence called FIVE STAGE MODEL  Temporary groups follow an alternative modal called PUNCTUATED EQUILIBRIUM MODEL The The Five-Stage Five-Stage Model Model of of Group Group Development Development Forming Stage Storming Stage Norming Stage …Group …Group Development Development (cont’d) (cont’d) Performing Stage Adjourning Stage Stages Stages of of Group Group Development Development An An Alternative Alternative Model: Model: Temporary Temporary Groups Groups with with Deadlines Deadlines Punctuated-Equilibrium Model. Sequence Sequenceof ofActions Actions 1.1. Setting Settinggroup groupdirection direction 2.2. First Firstphase phaseofofinertia inertia 3.3. Half-way Half-waypoint pointtransition transition 4.4. Major Majorchanges changes 5.5. Second Secondphase phaseofofinertia inertia 6.6. Accelerated Acceleratedactivity activity  The The Punctuated-Equilibrium Punctuated-Equilibrium Model Model groups as exhibit : long periods of inertia brief revolutionary changes triggered by awareness of - time and deadlines  Check-up: Check-up: True or False: The Punctuated Equilibrium Model suggests that groups have an equilibrium, but that equilibrium will be punctuated at the half-way point. But, after the punctuation, the group will return to the equilibrium it had prior to the punctuation. False. The first part is true, but the second sentence is false. After the punctuation, the group will have a new equilibrium of increased productivity. Group Group Dynamics Dynamics The forces operating in groups that affect the way members relate to and work with one another from the perspective of an open system, group dynamics are the processes through which inputs are transformed into outputs. Behaviors Behaviors of of group group dynamics dynamics  Required behaviour Formally defined and expected by the organization E.g. punctuality, customer respect  Emergent behaviour Job done beyond the formal requirement Intergroup Intergroup Dynamics Dynamics Relationship between groups co-oporating and competing with one another  Positive: Encourages hardwork  Negative :Conflict between two departments Why Why some some group group efforts efforts are are more more successful? successful?  The ability of the group’s members  The size of the group  The level of conflict  The internal pressures on members to conform to the group’s norms STRUCTURE STRUCTURE VARIABLES VARIABLES  Formal leadership  Roles  norms  group status  Group size  The degree of group cohesiveness Formal Formal Leadership Leadership – Leadership that is imposed on the group by the organization. – Leaders who derive their power from the positions they occupy in the organizational structure. – Formal leaders may or may not also be the informal leaders of the groups in which they function. “ All the world is a stage and all men and women merely players”. - Shakespeare Identity Expectations Group Roles Conflict Perception Roles Roles Role (s) on the job roles off the job roles Role Identity Role Perception Group Group Properties—Roles Properties—Roles (cont’d) (cont’d) Role Expectations Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa When not met - negative repercussions on employees performance - disciplinary action from employers Group Group Properties—Roles Properties—Roles (cont’d) (cont’d) Role Conflict Impact on behavior increase in tension frustration withdrawal negotiation redefine facts to make them appear congruent Group Group Properties—Norms Properties—Norms Norms Acceptable standards of behavior within a group that are shared by the group’s members Classes Classesof ofNorms Norms Performance Performancenorms norms Appearance Appearancenorms norms Social Socialarrangement arrangementnorms norms Allocation Allocationofofresources resourcesnorms norms  Group Group Structure—Norms Structure—Norms (cont’d) (cont’d) Conformity Adjusting one’s behavior to align with the norms of the group  Group Group Structure—Norms Structure—Norms (cont’d) (cont’d) Reference Groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform Characteristics Characteristicsof of Reference ReferenceGroup Group 1. 1. Each Eachperson personisisaware awareofof the theother other 2. 2. The Theperson persondefines defineshimself/herself himself/herselfasasaamember member 3. 3. Group Groupmembers membersare aresignificant significantfor forhim himororher her Group Group Structure—Norms Structure—Norms (cont’d) (cont’d) Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both Group norms can influence the presence of deviant behavior. Types Types of of Deviant Deviant Workplace Workplace Behavior Behavior Category Examples Production Leaving early Intentionally working slowly Wasting resources Property Sabotage Lying about hours worked Stealing from the organization Political Showing favoritism Gossiping and spreading rumors Blaming coworkers Personal Aggression Sexual harassment Verbal abuse Stealing from coworkers  Group Group Structure—Status Structure—Status Status: A socially defined position or rank given to groups or group members by others Power Powerover Norms over Normsand and Others Others Interaction Interaction Ability Abilityto to Group GroupMember Member Contribute Contribute Status Status Personal Other things influencing or Personal influenced by status Characteristics Characteristics Status StatusInequity Inequity National NationalCulture Culture Group Group Structure—Size Structure—Size Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually Performance Other OtherConclusions Conclusions g) Odd Oddnumber numbergroups groupsdodo d fi n te a better than even. better than even. lo c pe t o Groups Groupsofof55toto77perform Ex u e perform d better al ( better overall thanlarger overall than larger t u or smaller groups. or smaller groups. A c Group Size Causes Causesof ofSocial SocialLoafing Loafing  Belief that others are not carrying their fair share.  Reestablish equity by reducing effort  Dispersion of responsibility.  Results cannot be attributed to any single person  The relationship between an individual’s input and the group’s output is clouded  Individuals tempted to become free riders and coast on the group’s efforts How to reduce social loafing? individual efforts must be identified Group Group Structure—Cohesiveness Structure—Cohesiveness Cohesiveness Degree to which group members are attracted to each other and are motivated to stay in the group Increasing IncreasingGroup GroupCohesiveness Cohesiveness 1. 1. Make Makethe thegroup groupsmaller. smaller. 2. 2. Encourage Encourageagreement agreementwithwithgroup groupgoals. goals. 3. 3. Increase Increasetime timemembers membersspend spendtogether. together. 4. 4. Increase Increasegroupgroupstatus statusand andadmission admission difficultly. difficultly. 5. 5. Stimulate Stimulatecompetition competitionwith withother othergroups. groups. 6. 6. Give Giverewards rewardsto tothe thegroup, group,not notindividuals. individuals. 7. 7. Physically Physicallyisolate isolatethe thegroup. group. Relationship Relationship Between Between Group Group Cohesiveness, Cohesiveness, Performance Performance Norms, Norms, and and Productivity Productivity Group Group Processes Processes  Communication patterns – formal – informal  decision process  leader behavior  power dynamics  conflict interactions Group Group Processes Processes Effects Effects of of Group Group Processes Processes + – = Group Group Decision Decision Making Making  Decision Making – Large groups facilitate the pooling of information about complex tasks. – Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. – Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well. Group Group Decision Decision Making Making (cont’d) (cont’d) Accuracy Creativity high high Group Effectiveness and Efficiency Speed less Acceptance high Group Group Decision Decision Making Making Groupthink Groupshift  Groupthink – describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. This can dramatically hinder performance of the group. Symptoms Symptoms of of the the Groupthink Groupthink Phenomenon Phenomenon  Group members rationalize any resistance to the assumptions they have made.  Members apply direct pressures 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.  There appears to be an illusion of unanimity. Fighting Fighting Groupthink Groupthink  Actively seek input from all members.  Appoint one group member as devil’s advocate who is always going to question the majority perception. Group Group Decision Decision Making Making (cont’d) (cont’d) Groupshift In discussing a given set of alternatives, group members tend to exaggerate the initial positions that they hold. In some situations, caution dominates, and in others shift is towards greater risk. Interacting Brainstorming Techniques for Group Decision Making Nominal Electronic Group Group Decision-Making Decision-Making Techniques Techniques  Interacting Groups – members meet face to face and rely on both verbal and nonverbal interaction to communicate with each other.  Weakness – pressure individual members toward conformity of opinion. Brainstorming Brainstorming An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.  Brainstorming Brainstorming  People sit around a table.  The group leader states the problem clearly.  Members give various alternatives in a given length of time.  No criticism is allowed  All the alternatives are recorded for later discussion and analysis.  One idea stimulates others, and group members are encouraged to “think the unusual.” Rules Rules of of Brainstorming Brainstorming  Rule 1: Postpone and withhold your judgment of ideas  Rule 2: Encourage wild and exaggerated ideas  Rule 3: Quantity counts in the initial stage, not quality  Rule 4: Build on the ideas put forward by others  Rule 5: Every person and every idea has equal worth Nominal Nominal group group technique technique A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion.  The The Nominal Nominal Group Group technique technique  All members are physically present, but operate independently.  Each member writes down their ideas on the problem and then makes a presentation.  Followed by group discussion  Each member silently and independently rank-orders the ideas.  The idea with the highest aggregate ranking determines the final decision.  Electronic Electronic meeting meeting  Blend of nominal group technique with sophisticated computer technology. – Members sit around a horseshoe-shaped table with computer terminals. – Issues are presented to participants. They type their responses onto their computer screen. – Responses are displayed on a projection screen.  The major advantages – anonymity – honesty – and speed Evaluating Evaluating Group Group Effectiveness 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  Input Input Requirements Requirements Group Group Complexity Complexity Tasks Tasks Interdependence Interdependence Check-Up: Check-Up: List Listtwo twodrawbacks drawbacksof ofbrainstorming brainstormingand andtwo two pluses plusesof ofthe theNominal NominalGroup GroupDecision-making Decision-making Technique. Technique. Compare Compareyour youranswers answerswith withyour your neighbor neighborand anddiscuss discusswhich whichone oneyou youwould woulduse use for foraagroup groupproject projectin inthis thisclass classand andwhy. why.