Ch08

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Differentiate between formal and informal
groups.
2. Compare two models of group development.
L E A R N I N G

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.
© 2003 Prentice Hall Inc.
All rights reserved. 8–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

6. Describe how norms exert influence on an
individual’s 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
L E A R N I N G

decision making.
10. Contrast the effectiveness of interacting,
brainstorming, nominal and electronic meeting
groups.

Defining and Classifying Groups
Defining and Classifying Groups


Defining and Classifying Groups (cont’d)
Defining and Classifying Groups (cont’d)


Why People Join Groups
Why People Join Groups

• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement

© 2003 Prentice Hall Inc. EXHIBIT 8-1


Stages of Group Development


Stages of Group Development (cont’d)
Stages of Group Development (cont’d)


An Alternative Model: For Temporary Groups
An Alternative Model: For Temporary Groups
with Deadlines
with Deadlines

Sequence of actions:
Sequence of actions:
1.
1. Setting group direction
Setting group direction
2.
2. First phase of inertia
First phase of inertia
3.
3. Half-way point transition
Half-way point transition
4.
4. Major changes
Major changes
5.
5. Second phase of inertia
Second phase of inertia
6.
6. Accelerated activity
Accelerated activity


The Punctuated-Equilibrium Model
The Punctuated-Equilibrium Model



Group Behavior Model
Group Behavior Model



External Conditions Imposed on the Group
External Conditions Imposed on the Group

Imposed Conditions::
Imposed Conditions
•• Organization’s overall strategy
Organization’s overall strategy
•• Authority structures
Authority structures
•• Formal regulations
Formal regulations
•• Resource constraints
Resource constraints
•• Selection process
Selection process
•• Performance and evaluation system
Performance and evaluation system
•• Organization’s culture
Organization’s culture
•• Physical work setting
Physical work setting

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


Group Structure -- Roles
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 (cont’d)
Group Structure Roles (cont’d)


Group Structure -- Norms
Group Structure Norms

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

Group Structure -- Norms (cont’d)
Group Structure Norms (cont’d)


Examples of Cards Used in Asch’s Study
Examples of Cards Used in Asch’s Study



Typology of Deviant Workplace Behavior
Typology of Deviant Workplace Behavior


Group Structure -- Status
Group Structure Status

Group Norms
Group Norms

Group Member
Group Member
Status Equity
Status Equity Status
Status

Culture
Culture


Group Structure -- Size
Group Structure Size

Performance

)
ng
d

fi
te

a
ec

lo
p

o
et
Ex

u
(d Other conclusions:
al Other conclusions:
tu
Ac • • Odd number groups do
Odd number groups do
better than even.
better than even.
Group Size • • Groups of 77or 99perform
Groups of or perform
better overall than larger
better overall than larger
or smaller groups.
or smaller groups.

Group Structure -- Composition
Group Structure Composition


Group Structure -- Cohesiveness
Group Structure Cohesiveness

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

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



Group Processes
Group Processes


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


Group Decision Making (cont’d)
Group Decision Making (cont’d)


Group Decision-Making Techniques
Group Decision-Making Techniques


Evaluating Group Effectiveness
Evaluating Group Effectiveness



Ch08

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