Foundations of Group Behavior

and Work Teams

Lecturer: Do Tien Long

09 04 51 54 46
dotienlong_mc@yahoo.com.vn

Organisational Behavior, Do Tien Long

Popular
Popular group
group definitions
definitions

A popular definition defines groups in psychological

terms

Any number of people who –

¾ Interact with one another

¾ Are psychologically aware of one another
¾ Perceive themselves to be a group

Organisational Behavior, Do Tien Long

Defining
Defining and
and Classifying
Classifying Groups
Groups
Group(s)
Two or more individuals interacting and
interdependent, who have come together to
achieve particular objectives.

Formal Group Informal Group

A designated work group A group that is neither formally
defined by the structured nor organizationally
organization’s structure. determined; appears in response
to the need for social contact.

Organisational Behavior, Do Tien Long

Defining
Defining and
and Classifying
Classifying Groups
Groups (cont’d)
(cont’d)
Command Group Task Group
A group composed of the Those working together to
individuals who report complete a job or task.
directly to a given
manager.

Interest Group Friendship Group

Those working together Those brought together
to attain a specific because they share one or
objective with which each more common
is concerned. characteristics.
Organisational Behavior, Do Tien Long
 Group
Group characteristics
characteristics

¾ A definable membership
¾ Group consciousness
¾ A sense of shared purpose
¾ Interdependence
¾ Interaction
¾ Ability to act in a unitary manner

Organisational Behavior, Do Tien Long

Why
Why People
People Join
Join Groups
Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement

Organisational Behavior, Do Tien Long

Reasons
Reasons for
for forming
forming groups
groups or
or teams
teams

¾ So that certain tasks can be performed through the

combined efforts of a number of individuals working
together
¾ Collusion between members aiding creativity &
initiative
¾ Provide companionship & a source of mutual
understanding & support
¾ Provide guidelines on generally acceptable behaviour
¾ Protection for its membership

Organisational Behavior, Do Tien Long

 Importance
Importance of
of groups
groups on
on organisations
organisations

¾ Groups are an essential feature of the work patterns of

organisations

¾ People in groups influence each other, they may develop their

own hierarchies & leaders

¾ Group pressures can have a major influence over the behaviour of

individual members & their work performance

¾ The activities of the group are associated with the process of

leadership

¾ The style of leadership of the manager has an important influence

on the behaviour of group members
Organisational Behavior, Do Tien Long
Group
Group values
values and
and norms
norms

¾ Group developed its owned pattern of informal

social relations and codes and practices of
what constituted proper group behavior:
– Not to be a “rate buster”
– Not to be a “chiseller”
– Not to be a “squealer”
– Not to be a “officious”

Organisational Behavior, Do Tien Long

The
The Five-Stage
Five-Stage Model
Model of
of Group
Group
Development
Development
Forming Stage
The first stage in group development, characterized by
much uncertainty.

Storming Stage
The second stage in group development, characterized
by intragroup conflict.

Norming Stage
The third stage in group
development, characterized by
close relationships and
cohesiveness.

Organisational Behavior, Do Tien Long

…Group
…Group Development
Development (cont’d)
(cont’d)
Performing Stage
The fourth stage in group development, when the group
is fully functional.

Adjourning Stage
The final stage in group
development for temporary
groups, characterized by
concern with wrapping up
activities rather than
performance.

Organisational Behavior, Do Tien Long

Stages
Stages of
of Group
Group Development
Development

E X H I B I T 9–2
E X H I B I T 9–2

Organisational Behavior, Do Tien Long

 An
An Alternative
Alternative Model:
Model: Temporary
Temporary
Groups
Groups with
with Deadlines
Deadlines
Punctuated-Equilibrium
Model
Temporary groups under
time constrained Sequence
Sequenceof
ofactions:
actions:
deadlines go through 1.1. Setting
Settinggroup
groupdirection
direction
transitions between 2.2. First
Firstphase
phaseof
ofinertia
inertia
inertia and activity---at 3.3. Half-way
Half-waypoint
pointtransition
transition
the half-way point, they 4.4. Major
Majorchanges
changes
experience an increase in 5.5. Second
Secondphase
phaseof
ofinertia
inertia
productivity. 6.6. Accelerated
Acceleratedactivity
activity

Organisational Behavior, Do Tien Long

The
The Punctuated-Equilibrium
Punctuated-Equilibrium Model
Model

E X H I B I T 9–3
E X H I B I T 9–3

Organisational Behavior, Do Tien Long

Group
Group Properties
Properties

¾ Roles
¾ Norms
¾ Status
¾ Size
¾ Cohesiveness

Organisational Behavior, Do Tien Long

Group
Group Properties
Properties -- Roles
Roles
Role(s)
A set of expected behavior patterns attributed to
someone occupying a given position in a social unit.

Role Identity
Certain attitudes and behaviors consistent
with a role.

Role Perception
An individual’s view of how he or she is
supposed to act in a given situation.
Organisational Behavior, Do Tien Long
Group
Group Properties
Properties -- Roles
Roles (cont’d)
(cont’d)
Role Expectations
How others believe a person
should act in a given situation.

Psychological Contract
An unwritten agreement that sets out
what management expects from the
employee and vice versa.

Role Conflict
A situation in which an individual is confronted by
divergent role expectations.
Organisational Behavior, Do Tien Long
Group
Group Properties
Properties -- Norms
Norms
Norms
Acceptable standards of behavior within a group
that are shared by the group’s members.

Classes
Classesof
ofNorms:
Norms:
•• Performance
Performancenorms
norms
•• Appearance
Appearancenorms
norms
•• Social
Socialarrangement
arrangementnorms
norms
•• Allocation
Allocationofofresources
resourcesnorms
norms

Organisational Behavior, Do Tien Long

 Group
Group Properties
Properties -- Norms
Norms (cont’d)
(cont’d)
Conformity ASCH
ASCHSTUDY
STUDY
Adjusting one’s behavior to align with
the norms of the group.

Reference Groups
Important groups to which EXHIBIT 9–4
individuals belong or hope to
EXHIBIT 9–4

belong and with whose norms

individuals are likely to
conform.

Organisational Behavior, Do Tien Long

Group
Group Properties
Properties -- Norms
Norms (cont’d)
(cont’d)
Deviant Workplace Behavior
Antisocial actions by organizational members that
intentionally violate established norms and result in
negative consequences for the organization, its
members, or both.

Group norms can influence the

presence of deviant behavior.

Organisational Behavior, Do Tien Long

 Typology
Typology of
of Deviant
Deviant Workplace
Workplace Behavior
Behavior
Category Examples

Production Leaving early

Intentionally working slowly
Wasting resources
Property Sabotage
Lying about hours worked
Stealing from the organization
Political Showing favoritism
Gossiping and spreading rumors
Blaming coworkers
Personal Aggression Sexual harassment
Verbal abuse
Stealing from coworkers
Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace Behaviors: A E X H I B I T 9–5
E X H I B I T 9–5
Multidimensional Scaling Study,” Academy of Management Journal, April 1995, p. 565.
Organisational Behavior, Do Tien Long
Organisational Behavior, Do Tien Long
 Group
Group Properties
Properties -- Status
Status
Status: A socially defined position or rank given to groups or
group members by others.

Power
Powerover
over Norms
Norms&&
Others
Others Interaction
Interaction

Ability
Abilityto
to Group
GroupMember
Member
Contribute
Contribute Status
Status

Other things influencing or

Personal
Personal influenced by status
Characteristics
Characteristics
Status
StatusInequity
Inequity National
NationalCulture
Culture

Organisational Behavior, Do Tien Long

Group
Group Properties
Properties -- Size
Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance

Other
Otherconclusions:
conclusions:
)
ed

g • • Odd
Oddnumber
numbergroups
groupsdodo
fin
t
ec

a better than even.

better than even.
lo
p
Ex

to • • Groups
u e Groupsof of55to
to77perform
perform
(d better
better overall thanlarger
overall than largeror
or
l smaller groups.
t ua smaller groups.
A c

Group Size
Organisational Behavior, Do Tien Long
Group
Group Properties
Properties -- Cohesiveness
Cohesiveness
Cohesiveness
Degree to which group members are attracted to each
other and are motivated to stay in the group.

Increasing
Increasinggroup
groupcohesiveness:
cohesiveness:
1.1. Make
Makethe
thegroup
groupsmaller.
smaller.
2.2. Encourage
Encourageagreement
agreementwith
withgroup
groupgoals.
goals.
3.3. Increase
Increasetime
timemembers
membersspend
spendtogether.
together.
4.4. Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
5.5. Stimulate
Stimulatecompetition
competitionwith
withother
othergroups.
groups.
6.6. Give
Giverewards
rewardstotothe
thegroup,
group,not
notindividuals.
individuals.
7.7. Physically
Physicallyisolate
isolatethe
thegroup.
group.

Organisational Behavior, Do Tien Long

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

E X H I B I T 9-7
E X H I B I T 9-7

Organisational Behavior, Do Tien Long

S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, E X H I B I T 9–8
1991), p. 31. Dilbert reprinted with permission of United Features Syndicate, Inc. E X H I B I T 9–8
Organisational Behavior, Do Tien Long
 Factors
Factors contributing
contributing to
to group
group
cohesiveness
cohesiveness & & performance
performance
¾ Membership

¾ Work environment

¾ Organisational

¾ Group development & maturity

Organisational Behavior, Do Tien Long

 Factors contributing to group cohesiveness
& performance – membership

¾ Size of the group

¾ Compatibility of members

¾ Performance

¾ Nature of the task

¾ Physical setting

¾ Communications

¾ Technology

Organisational Behavior, Do Tien Long