Group behavior processes organization

1. ORGANIZATIONAL BEHAVIOR

2. AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Differentiate between formal and informal
groups.
2. Compare two models of group development.
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.
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3. 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
decision making.
10. Contrast the effectiveness of interacting,
brainstorming, nominal and electronic
meeting groups.
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(cont’d)

4. Defining and Classifying Groups

5. Defining and Classifying Groups (cont’d)

6. Types of Groups
FORMAL GROUPS
COMMAND AND TASK GROUPS
(COMMITTEES, COMMISSIONS, BOARDS, TEAMS,
TASK FORCES)
INFORMAL GROUPS
FRIENDSHIP AND INTEREST GROUPS
Large (Secondary) Vs Small groups
(Primary)
Coalition Vs. Membership Group

7. Why People Join Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
E X H I B I T 8-1

8. Why do Group form
1. Propinquity theory
(when people have geographical proximity ie work in same
office, come from same are they form groups)
2. Balance Theory
(People having similar attitude, values and interest come
together and form groups)
3. Exchange theory
(People interact with others on the basis of reward – Cost
out come, if the out come is positive the group is formed
and interaction become more)

9. Stages of Group Development

10. Stages of Group Development (cont’d)

11. Stages of Group Development
E X H I B I T 8-2

12. An Alternative Model: For Temporary Groups
with Deadlines
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity

13. The Punctuated-Equilibrium Model
E X H I B I T 8-3

14. Group Behavior Model
E X H I B I T 8-4

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

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

17. 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.

18. Group Structure - Roles (cont’d)

19. Group Structure - Roles (cont’d)

20. Group Structure - Norms
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources
norms

21. Group Structure - Norms (cont’d)

22. Group Structure - Status
Group Norms
Status Equity
Culture
Group Member
Status

23. Group Structure - Size
Group Size
Performance
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger
or smaller groups.

24. Group Structure - Composition

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

26. Relationship Between Group Cohesiveness,
Performance Norms, and Productivity
E X H I B I T 8-7

27. Group Processes

28. Effects of Group Processes
E X H I B I T 8-8
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29. 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.

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

31. Group Decision Making (cont’d)

32. Group Decision-Making Techniques

33. Evaluating Group Effectiveness
E X H I B I T 8-10