This document summarizes key points from Chapter 9 of the textbook "Organizational Behavior, 9/E" by Schermerhorn, Hunt, and Osborn. It addresses the study questions about the nature of groups in organizations, the stages of group development, and the foundations of group performance. The summary discusses how groups form, develop through stages including forming, storming, norming, and performing, and how their performance relies on appropriate goals, rewards, and resources as well as task complexity. Formal and informal groups within organizations are also described.
This document summarizes key points from Chapter 10 of the textbook Organizational Behavior. It addresses 4 study questions about the nature of teams and teamwork, what team building is, how team building improves performance, and how teams contribute to the high-performance workplace. The summary provides definitions of teams and teamwork, describes different types of teams and characteristics of effective teams. It also outlines approaches to team building and how it can help teams through various development stages.
This document discusses groups and teams in organizations. It defines groups as collections of individuals who interact to accomplish goals, while teams are groups working together to achieve common objectives. The document outlines different types of groups like formal vs informal and cross-functional vs self-managed teams. It also discusses factors that impact group dynamics and performance such as size, task interdependence, roles, leadership, and cohesiveness. Highly cohesive groups tend to have greater member satisfaction and productivity but can risk conformity over performance.
This document discusses group processes and dynamics. It defines groups and describes different types of groups like formal and informal groups. It also discusses intergroup processes and how groups interact with each other. Some key aspects of group processes discussed include group cohesiveness, synergy, social loafing, and social facilitation effect. Models of group development like Tuckman's model are also summarized, which outlines the forming, storming, norming, performing, and adjourning stages. The importance of understanding group processes for developing effective teams is highlighted.
The document discusses communication and group dynamics. It defines communication as conveying meaning between entities using shared signs and rules. Group dynamics refers to behaviors within and between social groups.
The communication process involves a sender encoding a message and selecting a channel to send it through to the receiver, who decodes it. Noise can hinder communication. Channels can be formal, set by the organization, or informal, for personal messages. Communication can be one-way or two-way with feedback. Networks can be decentralized or centralized.
Direction of communication in organizations can be downward, upward, or horizontal. Interpersonal communication includes verbal like oral or written, and nonverbal like body language. Models of communication discussed are Shannon-We
This document summarizes key points from a book on group dynamics and team success. It discusses three criteria for defining team success: completing tasks, maintaining social relations, and providing individual benefits. It also outlines conditions for team success, including group composition, task characteristics, group processes, and organizational context. Finally, it examines characteristics of successful teams such as clear goals and direction, leadership, appropriate tasks, necessary resources, and a supportive environment.
This document discusses groups and teams in organizations. It describes the functions of formal and informal groups, as well as factors that determine group effectiveness such as skills, relationships, and size. It also covers considerations for tasks and environments. The document introduces theories on team roles and the differences between teams and groups. Finally, it outlines the life cycle of teams and discusses the concept of groupthink.
This document discusses group dynamics and conflict management. It defines what a group is and explains the key features and types of groups, both formal and informal. It also outlines the stages of group development from forming to adjourning. Additionally, it discusses sources and types of conflict as well as styles of conflict management. The goal of conflict management is to resolve issues in a way that leads to a win-win outcome for all parties involved.
This document discusses groups and teams in organizations. It defines groups as collections of two or more people who interact, share common goals, and see themselves as a group. Groups can be formal or informal. Formal groups are deliberately created to perform tasks, while informal groups form naturally. Teams are small groups of people with complementary skills committed to common goals and approaches. The document outlines the stages of group development and decision-making approaches. It also discusses benefits, types, and issues related to effective implementation of teams in organizations.
This document summarizes key points from Chapter 10 of the textbook Organizational Behavior. It addresses 4 study questions about the nature of teams and teamwork, what team building is, how team building improves performance, and how teams contribute to the high-performance workplace. The summary provides definitions of teams and teamwork, describes different types of teams and characteristics of effective teams. It also outlines approaches to team building and how it can help teams through various development stages.
This document discusses groups and teams in organizations. It defines groups as collections of individuals who interact to accomplish goals, while teams are groups working together to achieve common objectives. The document outlines different types of groups like formal vs informal and cross-functional vs self-managed teams. It also discusses factors that impact group dynamics and performance such as size, task interdependence, roles, leadership, and cohesiveness. Highly cohesive groups tend to have greater member satisfaction and productivity but can risk conformity over performance.
This document discusses group processes and dynamics. It defines groups and describes different types of groups like formal and informal groups. It also discusses intergroup processes and how groups interact with each other. Some key aspects of group processes discussed include group cohesiveness, synergy, social loafing, and social facilitation effect. Models of group development like Tuckman's model are also summarized, which outlines the forming, storming, norming, performing, and adjourning stages. The importance of understanding group processes for developing effective teams is highlighted.
The document discusses communication and group dynamics. It defines communication as conveying meaning between entities using shared signs and rules. Group dynamics refers to behaviors within and between social groups.
The communication process involves a sender encoding a message and selecting a channel to send it through to the receiver, who decodes it. Noise can hinder communication. Channels can be formal, set by the organization, or informal, for personal messages. Communication can be one-way or two-way with feedback. Networks can be decentralized or centralized.
Direction of communication in organizations can be downward, upward, or horizontal. Interpersonal communication includes verbal like oral or written, and nonverbal like body language. Models of communication discussed are Shannon-We
This document summarizes key points from a book on group dynamics and team success. It discusses three criteria for defining team success: completing tasks, maintaining social relations, and providing individual benefits. It also outlines conditions for team success, including group composition, task characteristics, group processes, and organizational context. Finally, it examines characteristics of successful teams such as clear goals and direction, leadership, appropriate tasks, necessary resources, and a supportive environment.
This document discusses groups and teams in organizations. It describes the functions of formal and informal groups, as well as factors that determine group effectiveness such as skills, relationships, and size. It also covers considerations for tasks and environments. The document introduces theories on team roles and the differences between teams and groups. Finally, it outlines the life cycle of teams and discusses the concept of groupthink.
This document discusses group dynamics and conflict management. It defines what a group is and explains the key features and types of groups, both formal and informal. It also outlines the stages of group development from forming to adjourning. Additionally, it discusses sources and types of conflict as well as styles of conflict management. The goal of conflict management is to resolve issues in a way that leads to a win-win outcome for all parties involved.
This document discusses groups and teams in organizations. It defines groups as collections of two or more people who interact, share common goals, and see themselves as a group. Groups can be formal or informal. Formal groups are deliberately created to perform tasks, while informal groups form naturally. Teams are small groups of people with complementary skills committed to common goals and approaches. The document outlines the stages of group development and decision-making approaches. It also discusses benefits, types, and issues related to effective implementation of teams in organizations.
The document discusses groups and group dynamics within organizations. It defines what constitutes a group and identifies the key characteristics of groups including frequent interaction among members, shared identity, norms, interests and values. It differentiates between formal and informal groups. It also outlines the typical stages of group development including forming, storming, norming, performing, and adjourning. Additionally, it discusses roles, norms, cohesion, and decision-making techniques used by groups.
The document defines a group and different types of groups, including formal and informal groups, interacting and co-acting groups, open and closed groups. It also discusses factors that influence group behavior like external conditions, group structure, abilities of members, and leadership. The stages of group development include forming, storming, norming, performing, and adjourning. Effective group decision making involves techniques like brainstorming, nominal group technique, and interacting groups. High cohesion leads to greater unity and productivity in a group compared to low cohesion.
This document discusses group dynamics and social skills needed for managing groups effectively. It covers key topics such as the four criteria of a group, Tuckman's five stages of group development, roles and norms, task and maintenance functions, and threats to group effectiveness like social loafing and groupthink. Learning objectives are provided for understanding group size considerations, handling mixed-gender groups, defining groupthink, and preventing social loafing. Various social skills important for building social capital and managing groups are also defined.
This document provides an overview of key concepts related to group dynamics and management. It begins by outlining chapter learning objectives focused on group development theory, roles and norms, task functions, and threats to group effectiveness. It then defines what constitutes a group from a sociological perspective and discusses Tuckman's five stages of group development. The document also examines roles, norms, task and maintenance functions, optimal group sizes, challenges of mixed-gender groups, and threats like groupthink and social loafing. Throughout are examples, discussion questions, and tests of knowledge to reinforce the concepts.
This document provides information about team building. It defines what a team is as a group of people united to achieve common objectives and purposes. It discusses why teams are needed for goals accomplishment, productivity, planning, conflict resolution, and commitment. It describes the strengths of teams as the alignment between individual and organizational values and goals. It outlines stages of group development and roles of group members. It lists characteristics of effective teamwork like participation, openness, collaboration, and commitment. It defines team building as empowering individuals to enhance team performance through developing interpersonal skills and relationships. It discusses the focus of team building on tasks, goals, and relationships. It outlines benefits of team building to team members, leaders, and organizations.
The document discusses factors that influence team performance and effectiveness. It defines groups and teams, explaining that teams have a common purpose and complementary skills. It describes the five stages of team development: forming, storming, norming, performing, and adjourning. Reasons why teams fail include hidden agendas, lack of understanding or leadership, wrong team composition, and unhealthy environments. Psychological phenomena like groupthink and social loafing can also negatively impact teams. Overall team size, composition, and longevity influence team "inputs" and ultimately performance outcomes.
The document discusses group dynamics and defines groups and teams. It notes that a group consists of two or more individuals interacting to achieve a goal, while a team intensely works together on a specific common goal. The document outlines different types of groups in organizations, including formal, informal, cross-functional, and virtual teams. It also discusses factors that influence group cohesiveness such as size, diversity, identity, and success. Finally, the document covers stages of group development and ways to manage groups for high performance, including reducing the tendency towards social loafing.
The document discusses the concepts of group dynamics including what constitutes a group, types of groups, reasons people join groups, group structure, theories of group formation, and stages of group formation. It provides definitions for key terms like norms, roles, status, and cohesiveness. The principles of group dynamics are outlined, including that groups aim to balance member attitudes and goals. Stages of group development include forming, storming, norming, performing, and adjourning.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
The document discusses several topics related to group behavior, including defining different types of groups, the stages of group development, how roles and norms influence behavior, and how factors like size, cohesion, and diversity impact group effectiveness. It also compares decision-making techniques and their strengths and weaknesses. Overall, the document provides an overview of key concepts in understanding group dynamics and behavior in organizational settings.
This document summarizes key concepts about group behavior from a chapter in an organizational behavior textbook. It defines groups and different types of groups, examines the five stages of group development and five properties of groups including roles, norms, status, size, and cohesiveness. It also discusses how norms and status can influence individual behavior within groups and contrasts the strengths and weaknesses of group decision-making versus individual decision-making. Finally, it evaluates evidence on cultural differences in groups and the effects of diversity on group performance and decision-making.
This document summarizes key concepts about groups and group behavior from organizational behavior literature. It defines groups and different types of groups. It also discusses reasons people join groups and models of group development. Additionally, it covers important group properties like roles, norms, status, size, and cohesiveness. Finally, it discusses evaluating group effectiveness and some global implications of group concepts.
Group Dynamics and Effective Management of TeamsRuth Mocorro
This document discusses group dynamics and the differences between groups and teams. It defines what makes a group, including having two or more people, common goals or identity, and members interacting with each other. Groups can be formal, created by management to achieve goals, or informal, formed from social interaction. Factors like resources, structure, processes, and tasks affect group behavior. The document provides examples of formal groups like command, task, and functional groups. Informal groups include interest and friendship groups. Turning a group into an effective team requires clear expectations, commitment, competence, control, collaboration, communication, creativity, and coordination among members.
Groups form when two or more people come together around shared goals. Groups can be either formal, with established rules and hierarchies, or informal, consisting of personal relationships. People join groups for reasons like security, affiliation, power to achieve goals, self-esteem, and status. Effective groups develop norms, roles, cohesion, and ways to make decisions together. Studying group behavior provides insights into how relationships form and how to organize, lead, and develop groups.
The document discusses the key differences between groups and teams. It defines groups as two or more individuals interacting and interdependent to achieve objectives, while defining teams as small numbers of people committed to a common purpose and goals who hold each other accountable. The document also discusses models of group development, factors that affect group effectiveness, different types of teams, and measures to improve team effectiveness. It provides an overview of process-based and team-based organizational design.
Mba i ob u 3.3 foundations of group behaviorRai University
This document provides an overview of key concepts relating to group behavior and dynamics in organizational settings. It defines groups and different types of groups. It then covers five stages of group development, how roles change over time, how norms and status influence behavior, the impact of group size, and the benefits and drawbacks of cohesive groups. The document also contrasts individual versus group decision making, and evaluates different types of meeting groups.
Group dynamics involves how people interact in groups and is influenced by personality, power, and behavior. It helps groups work effectively. There are advantages and disadvantages to both small and large groups. Tuckman's model of group development includes five stages: forming, storming, norming, performing, and adjourning. Group norms and cohesiveness impact group dynamics. Social loafing, where people put in less effort in a group, can be reduced through accountability, interdependence, and group identity.
Group size can affect performance in different ways depending on the task. Smaller groups generally complete tasks faster while individuals perform better. Large groups are more consistent for problem solving and benefit from diverse input. However, as group size increases, individual productivity within the group declines due to social loafing where people exert less effort working collectively.
Cohesive groups have advantages like shared values and effective communication but can also have disadvantages like lowered productivity and lack of creativity. High group cohesiveness combined with moderate performance norms tends to result in moderate productivity.
Diversity within groups provides benefits like more perspectives and problem-solving abilities but can also lead to less satisfaction, cohesion and conflicts if members have difficulty working together initially. Over time
Chapter 07 groups and teams in an organizationPatel Jay
Groups and teams are important parts of any organization. A group is defined as two or more individuals who interact and share a collective identity. Groups form to fulfill members' needs for belongingness, support, security, recognition, and proximity. Both formal and informal groups exist in organizations. Team dynamics, properties like roles and norms, and concepts like groupthink must be understood to utilize groups and teams effectively. While groups focus on individual goals, teams emphasize mutual accountability and collective goals to produce outcomes through shared roles and responsibilities. The formation of cohesive and diverse groups and teams is crucial for organizational decision-making.
The document discusses key aspects of small group communication including definitions, types, development, decision-making processes, leadership, roles, and conflict management. Small groups are defined as having 3-12 members who interact and work towards common goals. Groups can be task-oriented like work teams or more social in nature. Models of group development generally involve stages like forming, storming, norming, and performing. Effective decision-making uses techniques like brainstorming, reflective thinking, and the nominal group process. Leadership, roles, and managing conflict constructively are important for group functioning.
This document summarizes key concepts from Chapter 12 of the textbook "Organizational Behavior" regarding power, influence, obedience, authority, empowerment, and organizational politics. It discusses the different types of power and influence in organizations, how power is derived from both formal positions and personal attributes. It also examines how obedience to authority is influenced by factors like understanding directives and a subordinate's zone of indifference. The document defines empowerment and challenges of changing power structures. Finally, it outlines different views of organizational politics and how political strategies can be used to influence relationships within an organization.
This document summarizes key concepts from Chapter 8 of the textbook Organizational Behavior. It discusses goal setting, performance appraisal, compensation and rewards, and human resource development. For goal setting, it describes guidelines for effective goal setting and potential problems with management by objectives approaches. For performance appraisal, it outlines purposes, methods, dimensions, and ways to reduce errors. Compensation and rewards are discussed, including pay, creative pay practices, and intrinsic rewards. Finally, it summarizes human resource development functions like job analysis, recruitment, selection, training, and achieving person-job fit.
The document discusses groups and group dynamics within organizations. It defines what constitutes a group and identifies the key characteristics of groups including frequent interaction among members, shared identity, norms, interests and values. It differentiates between formal and informal groups. It also outlines the typical stages of group development including forming, storming, norming, performing, and adjourning. Additionally, it discusses roles, norms, cohesion, and decision-making techniques used by groups.
The document defines a group and different types of groups, including formal and informal groups, interacting and co-acting groups, open and closed groups. It also discusses factors that influence group behavior like external conditions, group structure, abilities of members, and leadership. The stages of group development include forming, storming, norming, performing, and adjourning. Effective group decision making involves techniques like brainstorming, nominal group technique, and interacting groups. High cohesion leads to greater unity and productivity in a group compared to low cohesion.
This document discusses group dynamics and social skills needed for managing groups effectively. It covers key topics such as the four criteria of a group, Tuckman's five stages of group development, roles and norms, task and maintenance functions, and threats to group effectiveness like social loafing and groupthink. Learning objectives are provided for understanding group size considerations, handling mixed-gender groups, defining groupthink, and preventing social loafing. Various social skills important for building social capital and managing groups are also defined.
This document provides an overview of key concepts related to group dynamics and management. It begins by outlining chapter learning objectives focused on group development theory, roles and norms, task functions, and threats to group effectiveness. It then defines what constitutes a group from a sociological perspective and discusses Tuckman's five stages of group development. The document also examines roles, norms, task and maintenance functions, optimal group sizes, challenges of mixed-gender groups, and threats like groupthink and social loafing. Throughout are examples, discussion questions, and tests of knowledge to reinforce the concepts.
This document provides information about team building. It defines what a team is as a group of people united to achieve common objectives and purposes. It discusses why teams are needed for goals accomplishment, productivity, planning, conflict resolution, and commitment. It describes the strengths of teams as the alignment between individual and organizational values and goals. It outlines stages of group development and roles of group members. It lists characteristics of effective teamwork like participation, openness, collaboration, and commitment. It defines team building as empowering individuals to enhance team performance through developing interpersonal skills and relationships. It discusses the focus of team building on tasks, goals, and relationships. It outlines benefits of team building to team members, leaders, and organizations.
The document discusses factors that influence team performance and effectiveness. It defines groups and teams, explaining that teams have a common purpose and complementary skills. It describes the five stages of team development: forming, storming, norming, performing, and adjourning. Reasons why teams fail include hidden agendas, lack of understanding or leadership, wrong team composition, and unhealthy environments. Psychological phenomena like groupthink and social loafing can also negatively impact teams. Overall team size, composition, and longevity influence team "inputs" and ultimately performance outcomes.
The document discusses group dynamics and defines groups and teams. It notes that a group consists of two or more individuals interacting to achieve a goal, while a team intensely works together on a specific common goal. The document outlines different types of groups in organizations, including formal, informal, cross-functional, and virtual teams. It also discusses factors that influence group cohesiveness such as size, diversity, identity, and success. Finally, the document covers stages of group development and ways to manage groups for high performance, including reducing the tendency towards social loafing.
The document discusses the concepts of group dynamics including what constitutes a group, types of groups, reasons people join groups, group structure, theories of group formation, and stages of group formation. It provides definitions for key terms like norms, roles, status, and cohesiveness. The principles of group dynamics are outlined, including that groups aim to balance member attitudes and goals. Stages of group development include forming, storming, norming, performing, and adjourning.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
The document discusses several topics related to group behavior, including defining different types of groups, the stages of group development, how roles and norms influence behavior, and how factors like size, cohesion, and diversity impact group effectiveness. It also compares decision-making techniques and their strengths and weaknesses. Overall, the document provides an overview of key concepts in understanding group dynamics and behavior in organizational settings.
This document summarizes key concepts about group behavior from a chapter in an organizational behavior textbook. It defines groups and different types of groups, examines the five stages of group development and five properties of groups including roles, norms, status, size, and cohesiveness. It also discusses how norms and status can influence individual behavior within groups and contrasts the strengths and weaknesses of group decision-making versus individual decision-making. Finally, it evaluates evidence on cultural differences in groups and the effects of diversity on group performance and decision-making.
This document summarizes key concepts about groups and group behavior from organizational behavior literature. It defines groups and different types of groups. It also discusses reasons people join groups and models of group development. Additionally, it covers important group properties like roles, norms, status, size, and cohesiveness. Finally, it discusses evaluating group effectiveness and some global implications of group concepts.
Group Dynamics and Effective Management of TeamsRuth Mocorro
This document discusses group dynamics and the differences between groups and teams. It defines what makes a group, including having two or more people, common goals or identity, and members interacting with each other. Groups can be formal, created by management to achieve goals, or informal, formed from social interaction. Factors like resources, structure, processes, and tasks affect group behavior. The document provides examples of formal groups like command, task, and functional groups. Informal groups include interest and friendship groups. Turning a group into an effective team requires clear expectations, commitment, competence, control, collaboration, communication, creativity, and coordination among members.
Groups form when two or more people come together around shared goals. Groups can be either formal, with established rules and hierarchies, or informal, consisting of personal relationships. People join groups for reasons like security, affiliation, power to achieve goals, self-esteem, and status. Effective groups develop norms, roles, cohesion, and ways to make decisions together. Studying group behavior provides insights into how relationships form and how to organize, lead, and develop groups.
The document discusses the key differences between groups and teams. It defines groups as two or more individuals interacting and interdependent to achieve objectives, while defining teams as small numbers of people committed to a common purpose and goals who hold each other accountable. The document also discusses models of group development, factors that affect group effectiveness, different types of teams, and measures to improve team effectiveness. It provides an overview of process-based and team-based organizational design.
Mba i ob u 3.3 foundations of group behaviorRai University
This document provides an overview of key concepts relating to group behavior and dynamics in organizational settings. It defines groups and different types of groups. It then covers five stages of group development, how roles change over time, how norms and status influence behavior, the impact of group size, and the benefits and drawbacks of cohesive groups. The document also contrasts individual versus group decision making, and evaluates different types of meeting groups.
Group dynamics involves how people interact in groups and is influenced by personality, power, and behavior. It helps groups work effectively. There are advantages and disadvantages to both small and large groups. Tuckman's model of group development includes five stages: forming, storming, norming, performing, and adjourning. Group norms and cohesiveness impact group dynamics. Social loafing, where people put in less effort in a group, can be reduced through accountability, interdependence, and group identity.
Group size can affect performance in different ways depending on the task. Smaller groups generally complete tasks faster while individuals perform better. Large groups are more consistent for problem solving and benefit from diverse input. However, as group size increases, individual productivity within the group declines due to social loafing where people exert less effort working collectively.
Cohesive groups have advantages like shared values and effective communication but can also have disadvantages like lowered productivity and lack of creativity. High group cohesiveness combined with moderate performance norms tends to result in moderate productivity.
Diversity within groups provides benefits like more perspectives and problem-solving abilities but can also lead to less satisfaction, cohesion and conflicts if members have difficulty working together initially. Over time
Chapter 07 groups and teams in an organizationPatel Jay
Groups and teams are important parts of any organization. A group is defined as two or more individuals who interact and share a collective identity. Groups form to fulfill members' needs for belongingness, support, security, recognition, and proximity. Both formal and informal groups exist in organizations. Team dynamics, properties like roles and norms, and concepts like groupthink must be understood to utilize groups and teams effectively. While groups focus on individual goals, teams emphasize mutual accountability and collective goals to produce outcomes through shared roles and responsibilities. The formation of cohesive and diverse groups and teams is crucial for organizational decision-making.
The document discusses key aspects of small group communication including definitions, types, development, decision-making processes, leadership, roles, and conflict management. Small groups are defined as having 3-12 members who interact and work towards common goals. Groups can be task-oriented like work teams or more social in nature. Models of group development generally involve stages like forming, storming, norming, and performing. Effective decision-making uses techniques like brainstorming, reflective thinking, and the nominal group process. Leadership, roles, and managing conflict constructively are important for group functioning.
This document summarizes key concepts from Chapter 12 of the textbook "Organizational Behavior" regarding power, influence, obedience, authority, empowerment, and organizational politics. It discusses the different types of power and influence in organizations, how power is derived from both formal positions and personal attributes. It also examines how obedience to authority is influenced by factors like understanding directives and a subordinate's zone of indifference. The document defines empowerment and challenges of changing power structures. Finally, it outlines different views of organizational politics and how political strategies can be used to influence relationships within an organization.
This document summarizes key concepts from Chapter 8 of the textbook Organizational Behavior. It discusses goal setting, performance appraisal, compensation and rewards, and human resource development. For goal setting, it describes guidelines for effective goal setting and potential problems with management by objectives approaches. For performance appraisal, it outlines purposes, methods, dimensions, and ways to reduce errors. Compensation and rewards are discussed, including pay, creative pay practices, and intrinsic rewards. Finally, it summarizes human resource development functions like job analysis, recruitment, selection, training, and achieving person-job fit.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key points from Chapter 5 of the textbook "Organizational Behavior". It addresses four study questions: 1) The perception process involves selecting, organizing, interpreting and responding to information. 2) Common perceptual distortions include stereotypes, halo effects, selective perception, projection, contrast effects, and self-fulfilling prophecies. 3) Perceptions can be managed through impression management and distortion management. 4) Attribution theory focuses on how people explain events and evaluate those involved, including internal vs. external attributions and biases like the fundamental attribution error and self-serving bias.
This document summarizes key concepts from Chapter 16 of the textbook Organizational Behavior. It discusses organizational change as either transformational, resulting in major overhauls, or incremental and continuous. Planned change involves identifying performance gaps and implementing strategies like education and participation to manage resistance. Innovation requires strategies and cultures committed to new ideas, as well as structures that support innovation. Stress in changing environments stems from work and life demands, and can impact performance and health, so prevention and management techniques are important.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
This document contains study questions and answers about organizational behavior from Chapter 3 of the textbook Organizational Behavior, 9th Edition. The chapter discusses the significance of globalization for organizational behavior, the concept of culture and cultural differences, how cultural diversity affects people at work, and a global view of organizational learning. Key points include how globalization has increased cultural diversity and job migration worldwide, the impact of multinational corporations, and the importance of understanding cultural differences to avoid parochialism or ethnocentrism.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
This document discusses group formation and development in organizations. It covers:
1) The nature of effective groups, which achieve high performance, member satisfaction, and viability through synergy. However, groups can experience social loafing and facilitation issues.
2) The 5 stages of group development: forming, storming, norming, performing, and adjourning. Each stage involves different member concerns and the group coming together or disbanding.
3) Ways to prevent social loafing include defining roles, linking rewards to contributions, and increasing accountability. Groups must work through tension in the storming stage to ultimately coordinate highly in the performing stage.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
This document provides an overview of group dynamics and development. It begins with objectives to identify and analyze social processes that impact group development and performance. It then defines group dynamics as the interaction of forces among group members. Some key points covered include:
- Types of groups like formal, informal, task, and friendship groups.
- Reasons people join groups like security, status, and goal achievement.
- Aspects of group structure including norms, roles, status, and cohesiveness.
- Stages of group development from forming to storming, norming, and performing.
- Strategies to improve group functioning through clear goals, competence, control, collaboration, communication, and coordination
Group behaviour 1 By- Prof. Sanddep M. JadhavSandep Jadhav
1. The Delhi office group may value independence over teamwork and see follow-up calls as unnecessary extra work.
2. Their norms could emphasize personal productivity over customer satisfaction to a higher degree.
3. The Delhi group's cohesiveness may come at the expense of considering alternative perspectives, like the Mumbai office's customer-centric approach.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
1. Organizational behavior is the study of human behavior in organizations. It examines how individuals and groups behave in organizational settings and how organizations manage their environments.
2. High-performance organizations value and empower people, use technology to achieve success, and thrive on learning. They are achievement-, quality-, and customer-oriented.
3. Managing diversity well increases human capital by ensuring effective utilization of all employees and considering how behaviors affect diversity. A diversity mature organization respects differences among people.
This document discusses teams and teamwork. It begins by outlining learning objectives around identifying features of teams, types of teams, principles of group dynamics, and differentiating high-performance teams. It then provides definitions of teams from various authors. It discusses benefits of working in teams and drivers of team member commitment. Additional sections cover the basis of a team, factors that impact synergy, team identity, characteristics of effective teams, types of teams, qualities of team players, group dynamics, stages of group development, determinants of group effectiveness, and transactional analysis. The document is a comprehensive overview of concepts related to teams.
Group dynamics involves how people interact and behave in groups. There are different types of groups like primary groups of close friends and family, secondary groups like organizations, and planned groups formed for a purpose. Groups go through stages of forming, storming, norming, performing, and adjourning. Groups are effective when they balance task functions like decision making with maintenance functions like building relationships and addressing members' personal needs. Groups can benefit members but also have risks like oppressing some and creating conflicts.
Groups are formed when two or more individuals interact and work together to achieve common objectives. There are various theories around how and why groups form. Groups can be formal or informal, and go through typical stages of development including forming, storming, norming, performing, and adjourning. A group's structure, which includes its leadership, roles, norms, size, status, and composition, shapes member behavior and group performance. Group processes like communication, decision-making, and conflict also impact a group's functioning.
Groups are formed when two or more individuals interact and work together to achieve common objectives. There are various theories around how and why groups form. Groups can be formal or informal, and go through typical stages of development including forming, storming, norming, performing, and adjourning. A group's structure, which includes its leadership, roles, norms, size, status, and composition, helps determine its behavior and performance. Group processes like communication, decision-making, and conflict also impact its functioning.
This document provides an overview of teams and groups. It discusses key topics like group dynamics, team vs group, team composition, managing team performance, importance of groups, stages of group formation, and group structure. The stages of group formation discussed are forming, storming, norming, performing, and adjourning. Group structure is defined as including roles, norms, status, and cohesiveness. People join groups for reasons like security, status, self-esteem, power, and goal achievement.
This document outlines the key learning objectives of a chapter on organizational behavior. The objectives cover differentiating between formal and informal groups, comparing models of group development, analyzing group interaction, identifying factors influencing group behavior, and explaining how roles change in different situations. Additional objectives include describing how norms influence behavior, defining social loafing, identifying benefits and disadvantages of cohesion, and contrasting decision-making approaches in interacting, brainstorming, nominal and electronic groups.
Group dynamics is the study of groups and group processes. Key aspects of group dynamics include:
- Groups form through regular interaction over time where members see themselves as a distinct entity working towards common goals.
- Group processes involve understanding how groups function to solve problems or make decisions. An expert can help groups improve their functioning.
- Cohesiveness occurs when members strongly agree on common values, beliefs, and objectives and how to achieve group aims.
- Groups progress through forming, storming, norming, performing, and adjourning stages as defined by Tuckman's model of group development.
- Important group processes include roles and expectations, norms, conformity, and status within the group
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key points from Chapter 2 of the textbook "Organizational Behavior". It defines high-performance organizations as those that value people and empower employees. It also discusses managing a diverse workforce, the influence of ethics on workplace behavior, and transitions in the modern workplace like globalization and personal career management. The chapter questions cover topics like defining high-performance, multiculturalism, the role of ethics, and organizational changes.
- Groups play an important role in organizational behavior. There are various stages of group development including forming, storming, norming, performing, and adjourning.
- Group decision making has advantages like synergy and sharing of information, but also disadvantages like diffusion of responsibility, lower efficiency, and groupthink.
- Techniques for effective group decision making include brainstorming, nominal group thinking, didactic technique, and the Delphi technique. These techniques aim to generate novel ideas and reach consensus while avoiding biases.
Inb220 tt week 1 ch 2 working in teamsBhupesh Shah
The document provides an agenda and overview for a chapter on teams and groups. It discusses key differences between teams and groups, popular reasons for using teams, common stages of team development, factors that influence team effectiveness, and challenges that can arise with virtual teams. Some of the main points covered include:
- Teams are small groups that work closely on common objectives, while groups have a looser relationship.
- Teams are popular because they can leverage diverse skills, quickly adapt, and increase employee motivation.
- Effective teams require the right context, composition, work design, and processes like shared goals and accountability.
- Challenges can arise from a lack of nonverbal cues in virtual teams, and teams
Group dynamic leadership and managementअर्पणा भुसाल
The document discusses group dynamics, defining it as the forces operating within groups and the dynamic interaction between individuals in groups. It outlines the key characteristics of groups, including interaction between members, mutual awareness, belongingness, common goals, and norms. The document also examines the advantages of groups, the process of group formation according to Tuckman's model, and different types of formal and informal groups.
DHL's mission statement expresses its goal of providing the highest quality express and logistics solutions based on strong local expertise and the most extensive global network. Customers trust DHL as the preferred global express and logistics partner due to its quality, profitability, and market share leadership in the industry. The document provides the full text of DHL's mission statement and additional context on the importance and goals of an effective mission statement for a company.
Denny's mission is to establish beneficial supplier relationships that share a commitment to customer service, quality, and competitive pricing. Their mission statement reflects their core purpose of serving customers through quality products and services at fair prices. It aims to inspire employees by conveying the company's values of customer focus, quality, and business partnerships.
Dell's mission statement is "to be the most successful computer company in the world at delivering the best customer experience in markets we serve." The document provides Dell's exact mission statement and details how Dell aims to be the most successful computer company through delivering excellent customer experiences in the markets it serves. It also provides additional resources on writing effective mission statements with samples, formats, and tips.
The Coca Cola mission statement aims to refresh the world through their brands, inspire optimism, and create value everywhere. Specifically, the mission statement says Coca Cola strives to refresh people in body, mind and spirit, inspire optimism through their brands and actions, and make a difference everywhere they engage. Coca Cola has one of the most well-known and successful mission statements in business.
The document provides the mission statement of the Burger King located in Memphis, Tennessee. The mission statement says that the company will prepare and sell quick service food to fulfill guest needs accurately, quickly, and courteously in a clean environment, conduct business ethically with the best employees, and continue growing profitably while providing career advancement opportunities. Additional text provides context about mission statements and tips for writing one along with reiterating the content of the Burger King mission statement.
This document discusses frameworks for categorizing organizational change and the nature of change. It describes change as existing on a spectrum from smooth and incremental to discontinuous. Change can be planned and emergent, and organizations may go through predictable life cycle stages of growth involving crisis periods. Understanding the type and nature of change is necessary to effectively manage and implement change within an organization.
Google's mission statement is "To make the world's information universally accessible and useful." The document provides Google's simple but ambitious mission statement and additional context about the company. It also includes tips and examples to help write effective mission statements along with information about Google's success as one of the largest companies in the world.
IBM's mission statement outlines their goal to lead in developing and manufacturing advanced information technologies like computer systems, software, storage systems, and microelectronics. They aim to translate these advanced technologies into value for customers through professional solutions, services, and global consulting businesses.
Cyber crimes have grown with advances in computer technology. As computer use increased in business and government, it created new opportunities for criminals. Various forms of unauthorized access to classified files, financial information, and emails have occurred. Some see these actions as a form of "free speech" and do not believe restricting access to information is a crime. However, cyber crimes like computer hacking, identity theft, and accessing child pornography can be financially and emotionally devastating. While cyber crimes are often considered less violent than offline crimes, they still warrant legal penalties and ethical oversight to protect individuals and organizations online.
Cyber crime and regulations have become increasingly important issues as technology has advanced and more activities have moved online. Computers and the internet now provide access to information, communication, education, and business, but criminals also exploit these technologies. Various forms of cyber crime like cyber stalking, hacking, online pornography, and intellectual property theft negatively impact victims and society. Governments have begun implementing laws and systems to address these issues, but challenges remain in adequately protecting people and property in an online world.
Computer crime has existed since the dawn of computers in the late 1950s, with the first recorded computer crime occurring in 1958. As computer use grew throughout the 1960s and 1970s due to the increasing popularity of mainframe computers in businesses, reported computer crimes increased to hundreds per year by the mid-1970s, resulting in estimated annual losses of $300 million. Now in the modern internet era, computer crime continues to rise as networks and hacking tools become more widely accessible, enabling computer criminals to target vulnerable systems for over 30 years.
Asuh is an Islamic children's magazine published in Malaysia that teaches Islamic values and lessons to readers aged 6-12 in a simple way. It uses illustrations and colorful pages to make the content interesting and easy to understand. The magazine contains lessons on reading, exercises, facts, and other topics while promoting an Islamic message. However, the magazine could improve by addressing issues like spelling errors, uninteresting articles, and providing more useful information to help spread Islamic teachings.
This document presents a lesson plan that uses the lyrics of Don McLean's song "American Pie" to teach English through contextualizing references in the song to important songs, artists, and events from the late 1950s and 1960s rock 'n' roll era in the United States. The lesson analyzes allusions in the song to help identify musical influences from the 1950s period of innocence and optimism as well as social movements of the turbulent 1960s decade. Teachers are encouraged to use songs like "American Pie" as authentic materials that can enhance English lessons and improve students' skills at any level.
E-marketing presents many ethical and legal issues that organizations must address, including privacy, intellectual property, and fraud. Laws and regulations attempt to balance relevant stakeholder interests, though new technologies often outpace policy. Self-regulation through codes of ethics aims to foster trust and fairness, though critics argue incentives for compliance are insufficient. Emerging issues like online expression, jurisdiction, and governance require ongoing discussion to define appropriate norms and protections in the digital environment.
This document summarizes key points from Chapter 17 of the textbook Organizational Behavior. It discusses 4 study questions: 1) the definition of strategy and how it relates to organizational goals, 2) the basic attributes of organizations including structure, control and centralization, 3) how work is organized through horizontal specialization and coordination methods, and 4) the characteristics of bureaucracies and common organizational structures like mechanistic, organic and hybrid forms. The summary provides an overview of the chapter's content on these topics in 3 sentences or less per question.
This document summarizes key points from Chapter 17 of the textbook "Organizational Behavior". It addresses 4 study questions: 1) What is strategy and how is it linked to organizational goals? 2) What are the basic attributes of organizations? 3) How is work organized and coordinated? 4) What are bureaucracies and what are common structures? The summary discusses concepts like societal goals, output goals, systems goals, formal structure, division of labor, control mechanisms, coordination methods, mechanistic and organic bureaucracies, and hybrid organizational structures.
The document summarizes key concepts from Chapter 15 of the textbook Organizational Behavior. It discusses conflict, how conflict can be managed successfully through various strategies like collaboration and compromise, defines negotiation, and describes different negotiation strategies like distributive and integrative approaches. It also outlines third party roles that can assist in negotiations, like mediation and arbitration.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior" regarding decision making in organizations. It discusses the typical decision making process, models like classical decision theory and garbage can model, and how intuition, judgment and creativity impact decision making. Specific heuristics, biases, and ways to foster creativity are also outlined. The summary focuses on providing an overview of the chapter's coverage of decision making concepts and processes.
This document summarizes key points from Chapter 13 of the textbook "Organizational Behavior". It addresses 4 study questions about the nature of communication in organizations, essentials of interpersonal communication, barriers to effective communication, and current issues. For each question, it lists several bullet points explaining concepts like feedback, formal/informal communication channels, nonverbal cues, active listening, physical and semantic barriers, and impacts of new technologies.
This document summarizes key points from Chapter 11 of Organizational Behavior regarding leadership. It discusses the differences between leadership and management, situational contingency approaches to leadership including Fiedler's contingency model and House's path-goal theory, attributional approaches focusing on leadership prototypes, and emerging perspectives such as charismatic, transformational, and self-managing team leadership. The summary provides an overview of the essential concepts covered in the chapter.
1. Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
2. Chapter 9 Study Questions
What is the nature of groups in
organizations?
What are the stages of group development?
What are the foundations of group
performance?
How do groups make decisions?
Organizational Behavior: Chapter 9
2
3. Study Question 1: What is the nature
of groups in organizations?
A group is a collection of two or more
people who work with one another
regularly to achieve common goals.
In a true group, members are mutually
dependent on one another and interact with
one another.
Hot groups thrive in conditions of crisis
and competition.
Organizational Behavior: Chapter 9
3
4. Study Question 1: What is the nature
of groups in organizations?
Effective groups achieve high levels of:
– Task performance.
• Members attain performance goals regarding quantity,
quality, and timeliness of work results.
– Members satisfaction.
• Members believe that their participation and experiences are
positive and meet important personal needs.
– Team viability.
• Members are sufficiently satisfied to continue working
together on an ongoing basis.
Organizational Behavior: Chapter 9
4
5. Study Question 1: What is the nature
of groups in organizations?
How groups help organizations
– Groups are good for people.
– Groups can improve creativity.
– Groups can make better decisions.
– Groups can increase commitments to action.
– Groups help control their members.
– Groups help offset large organization size.
Organizational Behavior: Chapter 9
5
6. Study Question 1: What is the nature
of groups in organizations?
Situations in which groups are superior to
individuals.
– When there is no clear expert in a particular
problem or task.
– When problem solving can be handled by a
division of labor and the sharing of
information.
– When creativity and innovation are needed.
Organizational Behavior: Chapter 9
6
7. Study Question 1: What is the nature
of groups in organizations?
Potential benefits for group members.
– People learn from each other and share job skills and
knowledge.
– Groups are important sources of need satisfaction for
their members.
– Members can provide emotional support for each
other in times of crisis or pressure.
– Members’ contributions can help them experience
self-esteem and personal involvement.
Organizational Behavior: Chapter 9
7
8. Study Question 1: What is the nature
of groups in organizations?
Social loafing.
– The tendency of people to work less hard in a
group than they would individually.
– Reasons for social loafing.
• Individual contributions are less noticeable in the
group context.
• Some individuals prefer to see others carry the
workload.
Organizational Behavior: Chapter 9
8
9. Study Question 1: What is the nature
of groups in organizations?
Ways of preventing social loafing.
– Define member roles and tasks to maximize
individual interests.
– Raise accountability by identifying
individuals’ performance contributions to the
group.
– Link individual rewards to performance
contributions to the group.
Organizational Behavior: Chapter 9
9
10. Study Question 1: What is the nature
of groups in organizations?
Social facilitation.
– The tendency for a person’s behavior to be
influenced by the presence of others.
– Positively affects performance when a person
is proficient on the task.
– Negatively affects task performance when the
task is not well-learned.
Organizational Behavior: Chapter 9
10
11. Study Question 1: What is the nature
of groups in organizations?
Formal groups.
– Officially designated to serve a specific
organizational purpose.
– The head of a formal group is responsible for
the group’s performance and serves a
“linking-pin” role.
– May be permanent or temporary.
• Permanent work groups are command
groups.
• Temporary work groups are task groups.
Organizational Behavior: Chapter 9
11
12. Study Question 1: What is the nature
of groups in organizations?
Types of formal groups.
– Cross-functional teams or task forces.
• Engage in special problem-solving efforts
drawing on input of the functional areas.
– Project teams.
• Formed to complete a specific task with a
well-defined end point.
– Virtual group.
• Members work together via computers.
Organizational Behavior: Chapter 9
12
13. Study Question 1: What is the nature
of groups in organizations?
Informal groups.
– Emerge without being officially designated by
the organization.
– Types of informal groups.
• Friendship groups.
• Interest groups.
Organizational Behavior: Chapter 9
13
14. Study Question 1: What is the nature
of groups in organizations?
Effects of informal groups.
– Can help people get their jobs done.
– Can speed up workflow by supplementing
formal lines of authority.
– Can satisfy needs that are thwarted or unmet
by the formal group.
– Can provide members with social satisfaction,
security, and a sense of belonging.
Organizational Behavior: Chapter 9
14
15. Study Question 2: What are the
stages of group development?
Organizational Behavior: Chapter 9
15
16. Study Question 2: What are the
stages of group development?
Forming stage.
– Initial entry of members to a group.
– Member challenges.
• Getting to know each other.
• Discovering what is considered acceptable
behavior.
• Determining the group’s real task.
• Defining group rules.
Organizational Behavior: Chapter 9
16
17. Study Question 2: What are the
stages of group development?
Storming stage.
– A period of high emotionality and tension
among group members.
– Member challenges.
• Hostility and infighting.
• Formation of coalitions and cliques.
• Clarification of members’ expectations.
• Giving attention to obstacles to group goals.
• Understanding one another’s interpersonal styles.
• Finding ways to accomplish group goals while
satisfying individual needs.
Organizational Behavior: Chapter 9
17
18. Study Question 2: What are the
stages of group development?
Norming stage.
– The point at which the group really begins to
come together as a coordinated unit.
– Member challenges.
• Holding group together by maintaining a positive
balance.
• Letting the desire for group harmony obscure
group problems.
• Being mistaken about reaching ultimate maturity .
Organizational Behavior: Chapter 9
18
19. Study Question 2: What are the
stages of group development?
Performing stage.
– Marks the emergence of a mature, organized,
and well-functioning group.
– Member challenges.
• Meeting complex tasks and conflicts in creative
ways.
• Being motivated by group goals and achieving
satisfaction.
• Continuing to improve relationships and
performance.
• Adapting to changing opportunities and demands.
Organizational Behavior: Chapter 9
19
20. Study Question 2: What are the
stages of group development?
Organizational Behavior: Chapter 9
20
21. Study Question 2: What are the
stages of group development?
Adjourning stage.
– A well-integrated group is:
• Able to disband when its work is finished.
• Willing to work together in the future.
– Particularly important for temporary groups.
Organizational Behavior: Chapter 9
21
22. Study Question 3: What are the
foundations of group performance?
Organizational Behavior: Chapter 9
22
23. Study Question 3: What are the
foundations of group performance?
Tasks.
– Technical demands of a task.
• Routineness, difficulty, and information
requirements.
– Tasks that are complex in technical demands
require unique solutions and more information
processing.
Organizational Behavior: Chapter 9
23
24. Study Question 3: What are the
foundations of group performance?
Tasks (cont.).
– Social demands of a task.
• Relations, ego involvement, and controversies over
ends and means.
– Tasks that are complex in social demands
involve difficulties in reaching agreement on
goals or methods for accomplishing them.
Organizational Behavior: Chapter 9
24
25. Study Question 3: What are the
foundations of group performance?
Goals, rewards, and resources.
– Long-term performance relies on:
• Appropriate goals.
• Well-designed reward systems.
• Adequate resources.
– A group’s performance can suffer when:
• Goals are unclear, unchallenging, or arbitrarily imposed.
• Goals are focused too much on individuals.
• Adequate budgets, facilities, good work methods and
procedures, and the best technologies are not available.
Organizational Behavior: Chapter 9
25
26. Study Question 3: What are the
foundations of group performance?
Technology.
– Provides the means to get work accomplished.
– The right technology must be available for the
task at hand.
– Workflow technology can affect the way
group members interact.
Organizational Behavior: Chapter 9
26
27. Study Question 3: What are the
foundations of group performance?
Membership characteristics.
– A group must have the right skills and
competencies available for task performance
and problem solving.
• Homogeneous groups may not perform well if they
lack the requisite experiences, skills, and
competencies.
• Heterogeneous groups may perform well if they
effectively utilize a variety of experiences, skills,
and competencies.
Organizational Behavior: Chapter 9
27
28. Study Question 3: What are the
foundations of group performance?
Membership characteristics (cont.).
– Diversity-consensus dilemma.
• Increasing diversity among group members makes
it harder for group members to work together, even
though the diversity itself expands the skills and
perspectives available for problem solving.
Organizational Behavior: Chapter 9
28
29. Study Question 3: What are the
foundations of group performance?
Membership characteristics (cont.).
– FIRO-B theory.
• Identifies individual differences in how people
relate to one another in groups.
• Based on needs to express and receive feelings of
inclusion, control, and affection.
• Groups whose members have compatible
characteristics are likely to be more effective.
• Groups whose members have incompatible
characteristics are likely to be less effective.
Organizational Behavior: Chapter 9
29
30. Study Question 3: What are the
foundations of group performance?
Membership characteristics (cont.).
– Status.
• A person’s relative rank, prestige, or standing in a
group.
– Status congruence.
• Occurs when a person’s position within the group
is equivalent in status to positions held outside the
group.
• When status incongruence is present, problems
will likely occur.
Organizational Behavior: Chapter 9
30
31. Study Question 3: What are the
foundations of group performance?
Group size.
– Can make a difference in a group’s
effectiveness.
– As group size increases, performance and
member satisfaction increase up to a point.
– As a group size continues to grow,
communication and coordination problems
often set in, and performance and satisfaction
may decline.
– Problem-solving groups should have 5 to 7
members.
Organizational Behavior: Chapter 9
31
32. Study Question 3: What are the
foundations of group performance?
Group dynamics concern the forces
operating within groups that affect the way
members relate to and work with one
another.
From a systems perspective, the
throughputs for a group or team are group
dynamics.
Organizational Behavior: Chapter 9
32
33. Study Question 3: What are the
foundations of group performance?
What goes on within groups.
– Work group behaviors.
• Required behaviors — those that are formally
defined and expected by the organization.
• Emergent behaviors — those that group members
display in addition to what the organization asks of
them.
Organizational Behavior: Chapter 9
33
34. Study Question 3: What are the
foundations of group performance?
What goes on within groups.
– Member relationships.
• Activities — the things people do or the actions
they take.
• Interactions — interpersonal communications and
contacts.
• Sentiments — the feelings, attitudes, beliefs, or
values held by group members.
Organizational Behavior: Chapter 9
34
35. Study Question 3: What are the
foundations of group performance?
What goes on between groups.
– Intergroup dynamics.
• The dynamics that take place between two or more
groups.
– Ways to achieve positive intergroup dynamics.
• Refocusing members on a common enemy or goal.
• Negotiating directly.
• Training members to work more cooperatively.
• Refocusing rewards on contributions to the total
organization and how much groups help each
other.
Organizational Behavior: Chapter 9
35
36. Study Question 3: What are the foundations of
group performance?
Organizational Behavior: Chapter 9
36
37. Study Question 4: How do groups
make decisions?
How groups make decisions.
– Decision by lack of response.
• One idea after another is suggested without any discussion-
taking place; when the group finally accepts the idea, all
others have been bypassed and discarded by simple lack of
response rather than by critical evaluation.
– Decision by authority rule.
• The chairperson, manager, or leader makes a decision for the
group.
– Decision by minority rule.
• Two or three people are able to dominate or “railroad” the
group into making a decision to which they agree.
Organizational Behavior: Chapter 9
37
38. Study Question 4: How do groups
make decisions?
How groups make decisions (cont.).
– Decision by majority rule.
• Formal voting may take place, or members may be polled to
find the majority viewpoint.
– Decision by consensus.
• Discussion leads to one alternative being favored by most
members and the other members agree to support it.
– Decision by unanimity.
• All group members agree totally on the course of action to be
taken.
Organizational Behavior: Chapter 9
38
39. Study Question 4: How do groups
make decisions?
Potential advantages of group decision
making.
– More knowledge and expertise is applied to
solve the problem.
– A greater number of alternatives are examined.
– The final decision is better understood and
accepted by all group members.
– More commitment among all group members
to make the final decision work.
Organizational Behavior: Chapter 9
39
40. Study Question 4: How do groups
make decisions?
Potential disadvantages of group decision
making.
– Individuals may feel compelled to conform to
the apparent wishes of the group.
– The group’s decision may be dominated by
one individual or a small coalition.
– Group decisions usually take longer to make.
Organizational Behavior: Chapter 9
40
41. Study Question 4: How do groups
make decisions?
Ways to avoid groupthink.
– Assign the role of critical evaluator to each
group member.
– Have the leader avoid seeming partial to one
course of action.
– Create subgroups that each work on the same
problem.
– Have group members discuss issues with
outsiders and report back.
Organizational Behavior: Chapter 9
41
42. Study Question 4: How do groups
make decisions?
Ways to avoid groupthink (cont.).
– Invite outside experts to observe and react to
group processes.
– Assign someone to be a “devil’s advocate” at
each meeting.
– Write alternative scenarios for the intentions
of competing groups.
– Hold “second-chance” meetings after
consensus is apparently achieved.
Organizational Behavior: Chapter 9
42
43. Study Question 4: How do groups
make decisions?
How to improve group decisions.
– Brainstorming.
• Group members actively generate as many ideas
and alternatives as possible, and they do so
relatively quickly and without inhibitions.
– Nominal group technique.
• Puts people in small groups of six to seven
members and asks everyone to respond
individually and in writing to a “nominal”
question.
Organizational Behavior: Chapter 9
43
44. Study Question 4: How do groups
make decisions?
How to improve group decisions (cont.).
– Delphi technique.
• Involves generating decision-making alternatives
through a series of survey questionnaires.
– Computer-mediated decision making.
• Group decision making takes place across great
distances with the aid of group decision support
systems.
Organizational Behavior: Chapter 9
44