Q: Demonstrate how norms and status influence on an individuals behavior?

Ans : In the field of organizational behavior it is actually the effect on individual

behavior that is under study. The field intends to correlate the manner in which
rules and expectations influence the decision making choices of each
member within the organization.

Types of Norms

As one could expect there are several different types of generally understood norms.
They are:

Performance norms: Performance norms are centered on how hard a person should
work in a given group. They are informal cues, if you will, that tells a person or helps a
person understand how hard they should work and what type of output they should
have.

Appearance norms: This type of norm informs or guides us as to how we should look
or what our physical appearance should be - what fashion we should wear or how we
should style our hair or any number of areas related to how we should look.

Social arrangement norms: When we talk about this type of norm we generally do not
equate it to a business setting. This norm is centered on how we should act in social
settings. Once again, there are cues we need to pick up on when we are out with
friends or at social events that help us fit in and get a closer connection to the group.

Resource allocation norms: For this type of norm we're focusing on the allocation of
resources in a business environment. This can include raw materials as well as
overtime or any other resource found or needed within an organization.

Norms are standards of behavior that are acceptable by group members. There
are different types of norms such as performance norms that look at an acceptable work
level or quality or appearance norms about what to wear. Social arrangement norms
look at acceptable relationships and allocation of resources norms look at how things
are distributed.

The Hawthorne studies were conducted in the 1920/30s. Their findings have
been widely used in the understanding of group interactions. These studies found that
worker behavior was highly influence by group norms and that individual productivity
was influenced by the standards the group set forth. Also, money was not as important
in determining worker output as group standards and sentiments were.

Some individuals do not like to conform and adhere to set norms due to a
number of reasons. Individuals of this nature may engage in deviant workplace
behavior or behavior that goes against organizational norms and hinders the desired
outcomes of the organization.

Group norms are specific parameters, or limitations, within which each member
of a group is expected behave personally and towards others. This is done to set the
tone of the group; if the group is going to be serious and goal-oriented, discipline and
rules are a must. If the tone of the group is casual and lively, then the norms are more
lenient. In this manner, group norms affect by setting up the boundaries and the tone of
the role of each individual within the group.

Status is another group property and refers to the position or rank given to
groups or their members in a way to differentiate members. Status can influence
behavior and has been found to be a significant motivator.

The status characteristics theory suggest that status is derived by one of three
sources; the power a person has over others; the ability to contribute to group goals; or
personal characteristics.

Status can have an impact a number of things in groups. First, it can impact
norms within a group where high-status members dont feel the need to conform to
group norms, but can pressure others to conform. Second, it can impact group
interaction where members who hold more status tend to be more assertive and can
hinder new ideas being presented. Finally, it impacts perceived equity in a group which
will influence how engaged others are in the group process

Statuses constitute the chain of command that enforces group norms and that
sets and maintains the group tone. The upper ranking members of an organization
evaluate performance, and confirm whether the organizational mission is being carried
out or not. They also should serve as supporters and models to their peers and as
examples to those below their own status in the group. In this way, statuses affect
individual behavior because statuses represent leverage within the organization; the
more leverage someone has, the more influential their control. Therefore, more
evident boundaries are created from person to person once a role becomes delineated.
These boundaries ultimately affect the dynamics and interaction within the group.