Organizational Behaviour Chap 9

Foundations of Group Behavior and Work Teams
Lecturer: Do Tien Long 09 04 51 54 46 dotienlong_mc@yahoo.com.vn

Organisational Behavior, Do Tien Long

Popular group definitions Popular group definitions
A popular definition defines groups in psychological terms Any number of people who – Interact with one another Are psychologically aware of one another Perceive themselves to be a group
Organisational Behavior, Do Tien Long

Defining and Classifying Groups Defining and Classifying Groups
Group(s) Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Formal Group A designated work group defined by the organization’s structure. Informal Group A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact.

Organisational Behavior, Do Tien Long

Defining and Classifying Groups (cont’d) Defining and Classifying Groups (cont’d)
Command Group A group composed of the individuals who report directly to a given manager. Task Group Those working together to complete a job or task.

Interest Group Those working together to attain a specific objective with which each is concerned.

Friendship Group Those brought together because they share one or more common characteristics.

Organisational Behavior, Do Tien Long

Group characteristics Group characteristics
A definable membership Group consciousness A sense of shared purpose Interdependence Interaction Ability to act in a unitary manner

Organisational Behavior, Do Tien Long

Why People Join Groups Why People Join Groups
• Security • Status • Self-esteem • Affiliation • Power • Goal Achievement

Organisational Behavior, Do Tien Long

Reasons for forming groups or teams Reasons for forming groups or teams
So that certain tasks can be performed through the combined efforts of a number of individuals working together Collusion between members aiding creativity & initiative Provide companionship & a source of mutual understanding & support Provide guidelines on generally acceptable behaviour Protection for its membership
Organisational Behavior, Do Tien Long

Importance of groups on organisations Importance of groups on organisations
Groups are an essential feature of the work patterns of organisations People in groups influence each other, they may develop their own hierarchies & leaders Group pressures can have a major influence over the behaviour of individual members & their work performance The activities of the group are associated with the process of leadership The style of leadership of the manager has an important influence on the behaviour of group members
Organisational Behavior, Do Tien Long

Group values and norms Group values and norms
Group developed its owned pattern of informal social relations and codes and practices of what constituted proper group behavior: – Not to be a “rate buster” – Not to be a “chiseller” – Not to be a “squealer” – Not to be a “officious”

Organisational Behavior, Do Tien Long

The Five-Stage Model of Group The Five-Stage Model of Group Development Development
Forming Stage The first stage in group development, characterized by much uncertainty. Storming Stage The second stage in group development, characterized by intragroup conflict. Norming Stage The third stage in group development, characterized by close relationships and cohesiveness.
Organisational Behavior, Do Tien Long

…Group Development (cont’d) …Group Development (cont’d)
Performing Stage The fourth stage in group development, when the group is fully functional. Adjourning Stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
Organisational Behavior, Do Tien Long

Stages of Group Development Stages of Group Development

E X H I B I T 9–2 E X H I B I T 9–2

Organisational Behavior, Do Tien Long

An Alternative Model: Temporary An Alternative Model: Temporary Groups with Deadlines Groups with Deadlines
Punctuated-Equilibrium Model Temporary groups under time constrained deadlines go through transitions between inertia and activity---at the half-way point, they experience an increase in productivity. Sequence of actions: Sequence of actions:
1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. Setting group direction Setting group direction First phase of inertia First phase of inertia Half-way point transition Half-way point transition Major changes Major changes Second phase of inertia Second phase of inertia Accelerated activity Accelerated activity

Organisational Behavior, Do Tien Long

The Punctuated-Equilibrium Model The Punctuated-Equilibrium Model

E X H I B I T 9–3 E X H I B I T 9–3

Organisational Behavior, Do Tien Long

Group Properties Group Properties
Roles Norms Status Size Cohesiveness

Organisational Behavior, Do Tien Long

Group Properties -- Roles Group Properties Roles
Role(s) A set of expected behavior patterns attributed to someone occupying a given position in a social unit. Role Identity Certain attitudes and behaviors consistent with a role. Role Perception An individual’s view of how he or she is supposed to act in a given situation.
Organisational Behavior, Do Tien Long

Group Properties -- Roles (cont’d) Group Properties Roles (cont’d)
Role Expectations How others believe a person should act in a given situation. Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa. Role Conflict A situation in which an individual is confronted by divergent role expectations.
Organisational Behavior, Do Tien Long

Group Properties -- Norms Group Properties Norms
Norms Acceptable standards of behavior within a group that are shared by the group’s members.

Classes of Norms: Classes of Norms:
•• Performance norms Performance norms •• Appearance norms Appearance norms •• Social arrangement norms Social arrangement norms •• Allocation of resources norms Allocation of resources norms

Organisational Behavior, Do Tien Long

Group Properties -- Norms (cont’d) Group Properties Norms (cont’d)
Conformity Adjusting one’s behavior to align with the norms of the group. Reference Groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
EXHIBIT 9–4 EXHIBIT 9–4

ASCH STUDY ASCH STUDY

Organisational Behavior, Do Tien Long

Group Properties -- Norms (cont’d) Group Properties Norms (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.

Organisational Behavior, Do Tien Long

Typology of Deviant Workplace Behavior Typology of Deviant Workplace Behavior
Category Production Examples Leaving early Intentionally working slowly Wasting resources Sabotage Lying about hours worked Stealing from the organization Showing favoritism Gossiping and spreading rumors Blaming coworkers Sexual harassment Verbal abuse Stealing from coworkers
E X H I B I T 9–5 E X H I B I T 9–5

Property

Political

Personal Aggression

Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study,” Academy of Management Journal, April 1995, p. 565.

Organisational Behavior, Do Tien Long

Organisational Behavior, Do Tien Long

Group Properties -- Status Group Properties Status
Status: A socially defined position or rank given to groups or group members by others.
Power over Power over Others Others Ability to Ability to Contribute Contribute Personal Personal Characteristics Characteristics Group Member Group Member Status Status
Other things influencing or influenced by status

Norms & Norms & Interaction Interaction

Status Inequity Status Inequity

National Culture National Culture

Organisational Behavior, Do Tien Long

Group Properties -- Size Group Properties Size
Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually.
Performance

Other conclusions: Other conclusions:
Ex p o et u g fin a lo

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ed

ct A

( al u

d

• • Odd number groups do Odd number groups do better than even. better than even. • • Groups of 55to 77perform Groups of to perform better overall than larger or better overall than larger or smaller groups. smaller groups.

Group Size
Organisational Behavior, Do Tien Long

Group Properties -- Cohesiveness Group Properties Cohesiveness
Cohesiveness Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness: Increasing group cohesiveness:
1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 7. Make the group smaller. Make the group smaller. Encourage agreement with group goals. Encourage agreement with group goals. Increase time members spend together. Increase time members spend together. Increase group status and admission difficultly. Increase group status and admission difficultly. Stimulate competition with other groups. Stimulate competition with other groups. Give rewards to the group, not individuals. Give rewards to the group, not individuals. Physically isolate the group. Physically isolate the group.
Organisational Behavior, Do Tien Long

Relationship Between Group Relationship Between Group Cohesiveness, Performance Norms, and Cohesiveness, Performance Norms, and Productivity Productivity

E X H I B I T 9-7 E X H I B I T 9-7

Organisational Behavior, Do Tien Long

S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, 1991), p. 31. Dilbert reprinted with permission of United Features Syndicate, Inc.

E X H I B I T 9–8 E X H I B I T 9–8

Organisational Behavior, Do Tien Long

Factors contributing to group Factors contributing to group cohesiveness & performance cohesiveness & performance
Membership Work environment Organisational Group development & maturity

Organisational Behavior, Do Tien Long

Factors contributing to group cohesiveness & performance – membership
Size of the group Compatibility of members Performance Nature of the task Physical setting Communications Technology

Organisational Behavior, Do Tien Long