CHAPTER 8:FOUNDATIONS OF GROUP BEHAVIOR Ms. Long MGT 3320 CMSU

AFTER STUDYING CHAPTER 8, YOU SHOULD BE ABLE TO: 1.Differentiate between formal and informal groups. 2.Compare two models of group development. 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. L E A R N I N G O B J E C T I V ES

YOU SHOULD ALSO BE ABLE TO: 6.Describe how norms exert influence on an individuals behavior. 7.Define social loafing and its effect on group performance. 8.Identify the benefits and disadvantages of cohesive groups. 9.List the strengths and weaknesses of group decision making. 10.Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups. L E A R N I N G O B J E C T I V E S (contd)

Defining and Classifying Groups

Group Sub-classifications

Stages of Group Development

Stages of Group Development (contd)

Stages of Group Development E X H I B I T 8-2

An Alternative Model: For Temporary Groups with Deadlines 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 6.Accelerated activity 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 6.Accelerated activity

The Punctuated-Equilibrium Model E X H I B I T 8-3

Group Behavior Model E X H I B I T 8-4

External Conditions Imposed on the Group Imposed Conditions : Organizations overall strategy Authority structures Formal regulations Resource constraints Selection process Performance and evaluation system Organizations culture Physical work setting Imposed Conditions : Organizations overall strategy Authority structures Formal regulations Resource constraints Selection process Performance and evaluation system Organizations culture Physical work setting

Group Member Resources Knowledge, Skills, and Abilities Interpersonal skills Conflict management and resolution Collaborative problem solving Communication skills Personality Characteristics Sociability Initiative Openness Flexibility

Group Structure - Roles Formal 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.

Group Structure - Roles (contd)

Group Structure - Norms Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources norms Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources norms

Group Structure - Norms (contd)

Typology of Deviant Workplace Behavior E X H I B I T 8-6

Group Structure - Status

Group Structure - Size Group Size Performance Expected Actual (due to loafing) Other conclusions: Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups. Other conclusions: Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups.

Group Structure - Composition

Group Structure - Cohesiveness Increasing group cohesiveness: 1.Make the group smaller. 2.Encourage agreement with group goals. 3.Increase time members spend together. 4.Increase group status and admission difficultly. 5.Stimulate competition with other groups. 6.Give rewards to the group, not individuals. 7.Physically isolate the group. Increasing group cohesiveness: 1.Make the group smaller. 2.Encourage agreement with group goals. 3.Increase time members spend together. 4.Increase group status and admission difficultly. 5.Stimulate competition with other groups. 6.Give rewards to the group, not individuals. 7.Physically isolate the group.

Group Processes

Group Tasks 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 Decision Making Strengths More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions Weaknesses More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility

Group Decision Making (contd)

Group Decision-Making Techniques

Evaluating Group Effectiveness E X H I B I T 8-10