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Group behaviour
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- 2. Personality Attitudes Perception Attribution Impression Management Theories ofMotivation Learning and Reinforcement Inter-personal relations Managing Stress and Aggressive Behavior
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- 4. M A R S BAR Employee Motivation • Internalforces that affect a person’s voluntary choice of behaviour – direction – intensity – persistence
- 5. M A R S BAR Employee Ability • Naturalaptitudes and learned capabilities required to successfully complete a task – competencies personal characteristics that lead to superior performance – person job matching • select qualified people • develop employee abilities through training • redesign job to fit person's existing abilities
- 6. M A R S BAR Employee Role Perceptions •Beliefs about what behaviour is required to achieve the desired results – understanding what tasks to perform – understanding relative importance of tasks – understanding preferred behaviours to accomplish tasks
- 7. M A R S BAR Situational Factors • Environmentalconditions beyond the individual’s short-term control that constrain or facilitate behaviour – time – people – budget – work facilities
- 8. Organizational Citizenship • Performance beyondthe required job duties Task performance • Goal-directed behaviours under person’s control Types of Behaviour in Organizations
- 9. Maintaining Work Attendance • Performancebeyond the required job duties Joining/staying with the Organization • Goal-directed behaviours under person’s control Types of Behaviour in Organizations Counterproductive Work Behaviours • Voluntary behaviour that potentially harms the organization
- 10. Values in theWorkplace • Stable, evaluative beliefs that guide our preferences • Define right or wrong, good or bad • Value system -- hierarchy of values • Espoused vs. enacted values: – Espoused -- the values we say we use and often think we use – Enacted -- values we actually rely on to guide our decisions and actions
- 11. Values Congruence • Valuescongruence -- where two or more entities have similar value systems • Consequences of incongruence – Incompatible decisions – Lower satisfaction and commitment – Increased stress and turnover • Benefits of incongruence – Better decision making (diverse values) – Enhanced problem definition – Prevents “corporate cults”
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- 13. Utilitarianism Individual Rights Greatest good forthe greatest number of people Fundamental entitlements in society Distributive Justice People who are similar should receive similar benefits Three Ethical Principles
- 14. Influences on EthicalConduct • Moral intensity – degree that issue demands ethical principles • Ethical sensitivity – ability to recognize the presence and determine the relative importance of an ethical issue • Situational influences – competitive pressures and other conditions affect ethical behaviour
- 15. Supporting Ethical Behaviour •Ethical code of conduct – Establishes standards of behaviour – Problem: Limited effect alone on ethical behaviour • Ethics training – Awareness and clarification of ethics code – Practice resolving ethical dilemmas • Ethics officers – Educate and counsel; hear about wrongdoing • Ethical leadership – Demonstrate integrity and role model ethical conduct
- 16. Defining Personality • Relativelystable pattern of behaviours and consistent internal states that explain a person's behavioural tendencies
- 17. Big Five PersonalityDimensions Outgoing, talkative Sensitive, flexible Careful, dependable Courteous, caring Anxious, hostile Extroversion Openness to Experience Conscientiousness Agreeableness Neuroticism
- 18. Myers-Briggs Type Indicator ExtroversionIntroversionvs. Sensing Intuitionvs. Thinking Feelingvs. Judging Perceivingvs.
- 19. Locus of Controland Self-Monitoring • Locus of control – Internals believe in their effort and ability – Externals believe events are mainly due to external causes • Self-monitoring personality – Sensitivity to situational cues, and ability to adapt your behaviour to that situation
- 20. Occupational Choice Theory •Career success depends on fit between the person and work environment • Holland identifies six “themes” – Represent work environment and personality traits/interests • A person aligned mainly with one theme is highly differentiated • A person has high consistency when preferences relate to adjacent themes
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- 24. Learning Objectives • Describea group and distinguish among organizational groups – functional, cross-functional, project, virtual, and interest-friendship. • Explain the stages of group development. • Discuss the importance of roles, norms, status, cohesiveness, and group size to group behavior. • Describe how communication and decision-making styles, risk taking, and creativity affect group decisions. • List ways in which groups try to gain power over other groups. • Identify ways to resolve intergroup conflict. 24
- 25. Definition of aGroup 25 A group is a social unit of two or more independent, interactive people striving for common goals
- 26. Types of Groups •A functional group is composed of individuals performing the same tasks • A cross-functional group is a group composed of individuals from two or more functional areas • A project group includes members from many different backgrounds 26
- 27. Types of Groups(contd.) • A virtual group is a task-focused group that meets without all the members being present in the same locale or at the same time • Interest-friendship groups are formed on the basis of common beliefs, concerns, or activities 27
- 28. Stages of GroupDevelopment • The FORMING stage is characterized by efforts to determine initial direction • The STORMING stage is characterized by confrontation, questioning, and resistance • The NORMING stage is characterized by cooperation and teamwork • The PERFORMING stage is characterized by openness and collaboration 28
- 29. Roles 29 A role isan expected behavior Role ambiguity occurs when the job description is vague In role conflict, two roles are mutually incompatible
- 30. Norms and Status 30 Normsare rules of conduct adopted by group members Status is the relative ranking of an individual in a group Status incongruence is a discrepancy between a person’s supposed status and the way the individual is treated Status discrepancy occurs when people do things that do not fit in with their status in the group
- 31. Figure 4.2 Cohesionand Productivity 31 Group X Norm of Group X Group Y Norm of Group Y Organization’s Norm Group Z Norm of Group Z Low Average High = Productivity of individual group member
- 32. Communication Roles • TheOPINION LEADER is typically the informal leader • The GATEKEEPER controls the flow of information to the group members • The LIAISON links the group to other groups • The ISOLATE is a person who is generally ignored • The FOLLOWER goes along with the opinion leader or group at large 32
- 33. Decision-Making Styles 33 Analytical Conceptual DirectiveBehavioral High Low Tolerance for Ambiguity Task and Technical Concerns People and Social Concerns Value Orientation
- 34. Phases in CreativeThinking 34 1. Preparation 2. Incubation 3. Illumination 4. Verification
- 35. Left-Brain, Right-Brain Thinking 35 Left-brainpeople are logical, rational, and detailed Right-brain people are spontaneous, emotional, and visual
- 36. Conflict Resolution Methods 36 ConflictResolution Method Characteristics of Resolution Method Confrontation Face-to-face meeting between groups All parties discuss the problem All parties agreed on a solution Create steps to monitor compliance Problem is solved Collaboration All parties understand the situation All parties fully cooperate in resolving the problem
- 37. 37 Conflict Resolution Method Characteristics ofResolution Method Compromise Each party reluctantly gives up something Problem is temporarily solved Problem may reoccur Altering the Organizational Structure Transfer workers to new locations Change work assignments Change the flow of work or supervision Rearrange the furniture to separate people Move wall petitions to regroup people
- 38. Key Terms inthe Chapter • Group • Functional group • Cross-functional group • Project group • Virtual group • Interest-friendship group • Forming stage • Storming stage • Norming stage • Performing stage • Role • Role ambiguity • Role conflict • Norms • Status • Status incongruence • Status discrepancy • Cohesiveness • Opinion leader • Gatekeeper • Liaison • Isolate 38
- 39. Key Terms inthe Chapter • Follower • Risky-shift phenomenon • Brainstorming • Dialectic inquiry • Empathic design • Left-brain people • Right-brain people • Goal conflict • Confrontation • Collaboration • Compromise 39