This chapter discusses key concepts about group behavior including types of groups, models of group development, how roles and norms influence behavior, and how factors like status, size, cohesiveness and diversity impact group performance. It describes techniques for effective group decision making while minimizing risks of groupthink or polarization. The implications are that managers should understand how groups can shape behavior and use strategies like managing norms, group size, and role clarity to optimize group effectiveness.
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
0 ratings0% found this document useful (0 votes)
68 views30 pages
Basics of Group Behavior
This chapter discusses key concepts about group behavior including types of groups, models of group development, how roles and norms influence behavior, and how factors like status, size, cohesiveness and diversity impact group performance. It describes techniques for effective group decision making while minimizing risks of groupthink or polarization. The implications are that managers should understand how groups can shape behavior and use strategies like managing norms, group size, and role clarity to optimize group effectiveness.
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 30
Chapter 10
Basics of Group Behavior
After studying this chapter you should be able to: 1. Distinguish between the different types of groups. 2. Describe the punctuated-equilibrium model of group development. 3. Show how role requirements change in different situations. 4. Demonstrate how norms exert influence on an individual’s behavior. 5. Show how status and size differences affect group performance. 6. Describe how issues of cohesiveness and diversity can be integrated for group effectiveness. 7. Contrast the strengths and weaknesses of group decision making. Groups and Group Identity • Group: Two or more individuals, interacting and interdependent, who come together to achieve particular objectives – Formal: Defined by the organization’s structure – Informal: Neither formally structured nor organizationally determined Social Identity • Social identity theory – Perspective that considers when and why individuals consider themselves members of groups Ingroups and Outgroups • Ingroup favoritism – Occurs when we see members of our group as better than other people and people not in our group as all the same • Outgroup – The inverse of an ingroup Can mean anyone outside the group, but usually it is an identified other group Punctuated Equilibrium Model for Temporary Groups Group Property 1: Roles • Role: The set of expected behavior patterns that are attributed to occupying a given position in a social unit – Role perception – our view of how we’re supposed to act in a given situation – Role expectations – how others believe you should act in a given situation – Role conflict – conflict experienced when multiple roles are incompatible Group Property 2: Norms • Norms: – Acceptable standards of behavior within a group that are shared by the group’s members – Norms and emotions – Norms and conformity – Norms and behavior Norms and Conformity • Reference groups: Groups in which a person is aware of other members, defines self as a member, believes group members to be significant – Individuals try to conform to norms of these groups • Asch Studies – Members avoid being visibly different – Members with differing opinions feel extensive pressure to align with others Norms and Behavior • Lessons from the Hawthorne studies: – Productivity increased because groups were paid attention to by the observers – not because of changes in environment – Workers in groups do not maximize individual economic rewards – Group standards are set and enforced by the group itself Deviant Workplace Behavior (1 of 2) • Deviant Workplace Behavior: Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members • Likely to flourish when: – Supported by group norms – People are in groups Deviant Workplace Behavior (2 of 2) • Production • Political – Leaving early – Showing favoritism – Intentionally working – Gossiping and spreading slowly rumors – Wasting resources – Blaming coworkers • Property • Personal aggression – Sabotage – Sexual harassment – Lying about hours – Verbal abuse worked – Stealing from coworkers – Stealing from the organization Group Property 3: Status • Status: A socially defined position or rank given to groups or group members by others • Determined by: – The power a person wields over others – A person’s ability to contribute to a group’s goals – An individual’s personal characteristics Impact of Status (1 of 2) • Status and Norms – High-status members often have more freedom to deviate from norms and are better able to resist conformity pressures • Status and Group Interaction – High status people are more assertive – Low status members may not participate – Group creativity may suffer Impact of Status (2 of 2) • Status and Inequity – Perceived inequity creates disequilibrium • Status and Stigmatization – People who are stigmatized can “infect” others – Stigma by association • Group Status – Us versus them mentality Group Property 4: Size • Smaller groups are faster at completing tasks – members perform better • Large groups are consistently better at problem solving • Social loafing: tendency for individuals to expend less effort when working collectively than alone – Consistent with individualistic cultures Preventing Social Loafing • Set group goals • Increase inter-group competition • Engage in peer evaluation • Select members who have high motivation and like to work in groups • Distribute group rewards based on members’ individual contributions Group Property 5: Cohesiveness • Cohesiveness: The degree to which members of the group are attracted to each other and motivated to stay in the group – Performance-related norms are the moderating variable for productivity and cohesiveness High cohesiveness with high norms gives higher productivity Encouraging Cohesiveness 1. Make the group smaller 2. Encourage agreement with group goals 3. Increase the time spent together 4. Increase the status and perceived difficulty of group membership 5. Stimulate competition with other groups 6. Give rewards to the group rather than to individual members 7. Physically isolate the group Group Property 6: Diversity • Diversity: the degree to which members of the group are similar to or different from one another – Diversity increases group conflict but may improve group performance in the long term • Types of group diversity – Surface level diversity – Deep level diversity Challenges of Group Diversity • Fault lines: perceived divisions that split groups into two or more subgroups based on individual differences such as gender, race, age, work experience, and education – Splits are generally detrimental to group functioning and performance Group Decision Making Strengths Weaknesses • Generate more • Takes longer complete information • Conformity pressures and knowledge • Discussions can be • Increased diversity of dominated by one or a views few members • Increased acceptance • Ambiguous of a solution responsibility for the final outcome Effectiveness and Efficiency • Effectiveness – Accuracy – group is better than average individual but worse than most accurate group member – Speed – individuals are faster – Creativity – groups are better – Degree of acceptance – groups are better • Efficiency – Groups are generally less efficient Groupthink and Groupshift • Groupthink: relates to norms and describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views • Groupshift: describes the way group members tend to exaggerate their initial positions when discussing alternatives and arriving at solutions Groupthink • Groupthink: deterioration of individual’s mental efficiency, reality testing, and moral judgments as a result of group pressures – Members: Rationalize away resistance to assumptions Pressure doubters to support the majority – Doubters keep silent/minimize their misgivings Interpret silence as a “yes” vote Minimizing Groupthink • Limit group size to less than 10 • Encourage group leaders to actively seek input from all members and avoid expressing their own opinions • Appoint a “devil’s advocate” • Use exercises that stimulate active discussion of diverse alternatives Groupshift or Group Polarization • Groupshift: Group discussions lead members to assume new, more extreme, positions – Groups often take positions of greater risk or greater caution – May be due to diffused responsibility or greater comfort level among members Group Decision-Making Techniques • Interacting groups Meet face to face and rely on verbal and non- verbal interactions to communicate • Brainstorming Generates a list of creative alternatives – Problem: production blocking • Nominal Group Technique (NGT) Restricts discussion during the decision-making process to encourage independent thinking Evaluating Group Effectiveness Implications for Managers • Recognize that groups can dramatically affect individual behavior in organizations, to either a positive or negative effect. • To decrease the possibility of deviant workplace activities, ensure that group norms do not support antisocial behavior. • Pay attention to the status aspect of groups. • Use larger groups for fact-finding activities and smaller groups for action-taking tasks. • To increase employee satisfaction, ensure people perceive their job roles accurately.