8obblns !

udge
CrganlzaLlonal 8ehavlor
13Lh LdlLlon
cboptet 9 loooJotloos of Ctoop
8ebovlot
SLudenL SLudy Slldeshow
8ob SLreLch
SouLhwesLern College
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ChapLer Cb[ecLlves
upon compleLlon of Lhls chapLer you wlll be able Lo
ueflne groups and dlfferenLlaLe beLween dlfferenL Lypes of
groups
ldenLlfy Lhe flve sLages of group developmenL
Show how role requlremenLs change ln dlfferenL slLuaLlons
uemonsLraLe how norms and sLaLus exerL lnfluence on an
lndlvldual's behavlor
Show how group slze affecLs group performance
ConLrasL Lhe beneflLs and dlsadvanLages of coheslve groups
ConLrasL Lhe sLrengLhs and weaknesses of group declslon
maklng
Compare Lhe effecLlveness of lnLeracLlng bralnsLormlng
nomlnal and elecLronlc meeLlng groups
LvaluaLe evldence for culLural dlfferences ln group sLaLus and
soclal loaflng and Lhe effecLs of dlverslLy ln groups
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ueflnlng and Classlfylng Croups
Croup
1wo or more lndlvlduals lnLeracLlng and lnLerdependenL
who have come LogeLher Lo achleve parLlcular ob[ecLlves
lormal Croup
ueflned by Lhe organlzaLlon's sLrucLure wlLh deslgnaLed
work asslgnmenLs esLabllshlng Lasks
lnformal Croup
Alllances LhaL are nelLher formally sLrucLured nor
organlzaLlonally deLermlned
Appear naLurally ln response Lo Lhe need for soclal conLacL
ueeply affecL behavlor and performance
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SubclasslflcaLlons of Croups
Iorma| Groups
Command Croup
A group composed of Lhe
lndlvlduals who reporL
dlrecLly Lo a glven manager
1ask Croup
1hose worklng LogeLher Lo
compleLe a [ob or Lask ln an
organlzaLlon buL noL llmlLed
by hlerarchlcal boundarles
orma| Groups
lnLeresL Croup
Members work LogeLher Lo
aLLaln a speclflc ob[ecLlve
wlLh whlch each ls concerned
lrlendshlp Croup
1hose broughL LogeLher
because Lhey share one or
more common characLerlsLlcs
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Jhy eople !oln Croups
SecurlLy
SLaLus
SelfesLeem
AfflllaLlon
ower
Coal AchlevemenL
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llve SLages of Croup uevelopmenL
Model (LxhlblL 92)
1 lormlng
Members feel much uncerLalnLy
2 SLormlng
LoLs of confllcL beLween members of Lhe group
3 normlng SLage
Members have developed close relaLlonshlps and
coheslveness
4 erformlng SLage
1he group ls flnally fully funcLlonal
3 Ad[ournlng SLage
ln Lemporary groups characLerlzed by concern wlLh
wrapplng up acLlvlLles raLher Lhan performance
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CrlLlque of Lhe llveSLage Model
AssumpLlon Lhe group becomes more effecLlve
as lL progresses Lhrough Lhe flrsL four sLages
noL always Lrue group behavlor ls more complex
Plgh levels of confllcL may be conduclve Lo hlgh
performance
1he process ls noL always llnear
Several sLages may occur slmulLaneously
Croups may regress
lgnores Lhe organlzaLlonal conLexL
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An AlLernaLlve Model for Croup
lormaLlon
@empototy qtoops wltb JeoJlloes Joot follow tbe flvestoqe moJel
uncLuaLedLqulllbrlum Model
1emporary groups under deadllnes go Lhrough
LranslLlons beLween lnerLla and acLlvlLyaL Lhe
halfway polnL Lhey experlence an lncrease ln
producLlvlLy
Sequence of AcLlons
1 SeLLlng group dlrecLlon
2 llrsL phase of lnerLla
3 Palfway polnL LranslLlon
4 Ma[or changes
3 Second phase of lnerLla
6 AcceleraLed acLlvlLy
LxhlblL 93
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Croup roperLles
Croup erformance
8oles
norms
SLaLus
Slze
Coheslveness
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Croup roperLy 1 8oles
8ole
A seL of expecLed behavlor paLLerns aLLrlbuLed Lo someone occupylng
a glven poslLlon ln a soclal unlL
8ole ldenLlLy
CerLaln aLLlLudes and behavlors conslsLenL wlLh a role
8ole ercepLlon
An lndlvldual's vlew of how he or she ls supposed Lo acL ln a glven
slLuaLlon recelved by exLernal sLlmull
8ole LxpecLaLlons
Pow oLhers belleve a person should acL ln a glven slLuaLlon
9sycboloqlcol coottoct an unwrlLLen agreemenL LhaL seLs ouL muLual
expecLaLlons of managemenL and employees
8ole ConfllcL
A slLuaLlon ln whlch an lndlvldual ls confronLed by dlvergenL role
expecLaLlons
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lmbardo's rlson LxperlmenL
laked a prlson uslng sLudenL volunLeers
8andomly asslgned Lo guard and prlsoner
roles
JlLhln slx days Lhe experlmenL was halLed due
Lo concerns
Cuards had dehumanlzed Lhe prlsoners
rlsoners were subservlenL
lell lnLo Lhe roles as Lhey undersLood Lhem
no real reslsLance felL
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Croup roperLy 2 norms
norms
AccepLable sLandards of behavlor wlLhln a group LhaL
are shared by Lhe group's members
Classes of norms
erformance norms level of accepLable work
Appearance norms whaL Lo wear
Soclal arrangemenL norms frlendshlps and Lhe llke
AllocaLlon of resources norms dlsLrlbuLlon and
asslgnmenLs of [obs and maLerlal
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Croup norms and Lhe PawLhorne
SLudles
setles of stoJles ooJettokeo by ltoo Moyo ot westeto lecttlc
compooys nowtbotoe wotks lo cblcoqo betweeo 1924 ooJ 19J2
8esearch Concluslons
Worker behavior and sentiments were closely related.
Group influences (norms) were significant in affecting individual
behavior.
Group standards (norms) were highly effective in establishing
individual worker output.
Money was less a factor in determining worker output than were
group standards, sentiments, and security.
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norms and 8ehavlor
ConformlLy
Calnlng accepLance by ad[usLlng one's behavlor Lo
allgn wlLh Lhe norms of Lhe group
8eference Croups
lmporLanL groups Lo whlch lndlvlduals belong or hope
Lo belong and wlLh whose norms lndlvlduals are llkely
Lo conform
Asch SLudles
uemonsLraLed Lhe power of conformance
CulLurebased and decllnlng ln lmporLance
LxhlblL 94
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uefylng norms uevlanL Jorkplace
8ehavlor
uevlanL Jorkplace 8ehavlor
Also called ootlsoclol bebovlot or wotkploce loclvlllty
Ioloototy bebovlot tbot vlolotes slqolflcoot
otqoolzotloool ootms ooJ lo Joloq so tbteoteos tbe
wellbeloq of tbe otqoolzotloo
1ypology
roducLlon worklng speed
roperLy damage and sLeallng
ollLlcal favorlLlsm and gosslp
ersonal Aggresslon sexual harassmenL LxhlblL 93
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Croup lnfluence on uevlanL 8ehavlor
Croup norms can lnfluence Lhe presence of
devlanL behavlor
Slmply belonglng Lo a group lncreases Lhe
llkellhood of devlance
8elng ln a group allows lndlvlduals Lo hlde
creaLes a false sense of confldence LhaL Lhey won'L
be caughL
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Croup roperLy 3 SLaLus
soclolly JefloeJ posltloo ot took qlveo to qtoops
ot qtoop membets by otbets lt Jlffeteotlotes
qtoop membets
lmporLanL facLor ln undersLandlng behavlor
SlgnlflcanL moLlvaLor
SLaLus CharacLerlsLlcs 1heory
SLaLus derlved from one of Lhree sources
ower a person has over oLhers
AblllLy Lo conLrlbuLe Lo group goals
ersonal characLerlsLlcs
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SLaLus LffecLs
Cn norms and ConformlLy
PlghsLaLus members are less resLralned by norms and
pressure Lo conform
Some level of devlance ls allowed Lo hlghsLaLus members
so long as lL doesn'L affecL group goal achlevemenL
Cn Croup lnLeracLlon
PlghsLaLus members are more asserLlve
Large sLaLus dlfferences llmlL dlverslLy of ldeas and
creaLlvlLy
Cn LqulLy
lf sLaLus ls percelved Lo be lnequlLable lL wlll resulL ln
varlous forms of correcLlve behavlor
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Croup roperLy 4 Slze
Croup slze affecLs behavlor
Slze
1welve or more members ls a large" group
Seven or fewer ls a small" group
8esL use of a group
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ALLrlbuLe Small Large
Speed x
lndlvldual erformance x
roblemSolvlng x
ulverse lnpuL x
lacLllndlng Coals x
Cverall erformance x
lssues wlLh Croup Slze
Soclal Loaflng
1he Lendency for lndlvlduals Lo expend less efforL when worklng
collecLlvely Lhan when worklng lndlvldually
loqelmooos ope 9oll greaLer levels of producLlvlLy buL wlLh
dlmlnlshlng reLurns as group slze lncreases
Caused by elLher equlLy concerns or a dlffuslon of responslblllLy
(ftee tlJets)
Managerlal lmpllcaLlons
8ulld ln lndlvldual accounLablllLy
revenL soclal loaflng by
SeL group goals
lncrease lnLergroup compeLlLlon
use peer evaluaLlon
ulsLrlbuLe group rewards based on lndlvldual efforL
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Croup roperLy 3 Coheslveness
eqtee to wblcb qtoop membets ote otttocteJ to
eocb otbet ooJ ote motlvoteJ to stoy lo tbe qtoop
Managerlal lmpllcaLlon
1o lncrease coheslveness
Make Lhe group smaller
Lncourage agreemenL wlLh group goals
lncrease Llme members spend LogeLher
lncrease group sLaLus and admlsslon dlfflculLy
SLlmulaLe compeLlLlon wlLh oLher groups
Clve rewards Lo Lhe group noL Lo lndlvlduals
hyslcally lsolaLe Lhe group LxhlblL 97
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Croup ueclslon Maklng vs lndlvldual
Cholce
Croup SLrengLhs
CeneraLe more compleLe lnformaLlon and knowledge
Cffer lncreased dlverslLy of vlews and greaLer creaLlvlLy
lncreased accepLance of declslons
Cenerally more accuraLe (buL noL as accuraLe as Lhe mosL
accuraLe group member)
Croup Jeaknesses
1lmeconsumlng acLlvlLy
ConformlLy pressures ln Lhe group
ulscusslons can be domlnaLed by a few members
A slLuaLlon of amblguous responslblllLy
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Croup ueclslon Maklng henomena
CroupLhlnk
SlLuaLlons where group pressures for conformlLy deLer
Lhe group from crlLlcally appralslng unusual mlnorlLy
or unpopular vlews
Plnders performance
CroupshlfL
Jhen dlscusslng a glven seL of alLernaLlves and
arrlvlng aL a soluLlon group members Lend Lo
exaggeraLe Lhe lnlLlal poslLlons LhaL Lhey hold 1hls
causes a shlfL Lo more conservaLlve or more rlsky
behavlor
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CroupLhlnk
SympLoms
Croup members raLlonallze any reslsLance Lo Lhe assumpLlons
Lhey have made
Members apply dlrecL pressure on Lhose who express doubLs
abouL shared vlews or who quesLlon Lhe alLernaLlve favored by
Lhe ma[orlLy
Members who have doubLs or dlfferlng polnLs of vlew keep
sllenL abouL mlsglvlngs
1here appears Lo be an llluslon of unanlmlLy
Mlnlmlze CroupLhlnk 8y
8educe Lhe slze of Lhe group Lo 10 or less
Lncourage group leaders Lo be lmparLlal
AppolnL a devll's advocaLe"
use exerclses on dlverslLy
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Croup ueclslonmaklng 1echnlques
MoJe lo lotetoctloq qtoops wbete membets meet
focetofoce ooJ tely oo vetbol ooJ ooovetbol
commoolcotloo
8ralnsLormlng
An ldeageneraLlng process deslgned Lo overcome
pressure for conformlLy
nomlnal Croup 1echnlque (nC1)
Jorks by resLrlcLlng dlscusslon durlng Lhe declslonmaklng
process
Members are physlcally presenL buL operaLe
lndependenLly
LlecLronlc MeeLlng
uses compuLers Lo hold large meeLlngs of up Lo 30 people
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LvaluaLlng Croup LffecLlveness
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LffecLlveness CrlLerla
1ype of Croup
lnLeracLlng
8raln
sLormlng
nomlnal LlecLronlc
number and quallLy of ldeas Low ModeraLe Plgh Plgh
Soclal ressure Plgh Low ModeraLe Low
Money CosLs Low Low Low Plgh
Speed ModeraLe ModeraLe ModeraLe ModeraLe
1ask CrlenLaLlon Low Plgh Plgh Plgh
oLenLlal for lnLerpersonal
ConfllcL
Plgh Low ModeraLe ModeraLe
CommlLmenL Lo SoluLlon Plgh n/A ModeraLe ModeraLe
uevelopmenL of Croup
Coheslveness
Plgh Plgh ModeraLe Low
hibit 9-8
Clobal lmpllcaLlons
SLaLus and CulLure
1he lmporLance of sLaLus varles wlLh culLure
Managers musL undersLand who and whaL holds sLaLus
when lnLeracLlng wlLh people from anoLher culLure
Soclal Loaflng
MosL ofLen ln JesLern (lndlvlduallsLlc) culLures
Croup ulverslLy
lncreased dlverslLy leads Lo lncreased confllcL
May cause early wlLhdrawal and lowered morale
lf Lhe lnlLlal dlfflculLles are overcome dlverse groups may
perform beLLer
Surface dlverslLy may lncrease openness
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Summary and Managerlal lmpllcaLlons
erformance
1yplcally clear role percepLlon approprlaLe norms
low sLaLus dlfferences and smaller more coheslve
groups lead Lo hlgher performance
SaLlsfacLlon
lncreases wlLh
Plgh congruence beLween boss's and employees'
percepLlons abouL Lhe [ob
noL belng forced Lo communlcaLe wlLh lowersLaLus
employees
Smaller group slze
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All rlghLs reserved no parL of Lhls publlcaLlon may be
reproduced sLored ln a reLrleval sysLem or LransmlLLed ln
any form or by any means elecLronlc mechanlcal
phoLocopylng recordlng or oLherwlse wlLhouL Lhe prlor
wrlLLen permlsslon of Lhe publlsher rlnLed ln Lhe unlLed
SLaLes of Amerlca
CopyrlghL 2009 earson LducaLlon
lnc ubllshlng as renLlce Pall