Bob Stretch

Southwestern College
Robbins & Judge
Organizational Behavior
13th Edition

Foundations of Group Behavior
9-0
2009 Prentice-Hall Inc. All rights reserved.
Chapter Learning Objectives
After studying this chapter, you should be able to:
Define groups, and differentiate between different types of groups.
Identify the five stages of group development.
Show how role requirements change in different situations.
Demonstrate how norms and status exert influence on an
individuals behavior.
Show how group size affects group performance.
Contrast the benefits and disadvantages of cohesive groups.
Contrast the strengths and weaknesses of group decision making.
Compare the effectiveness of interacting, brainstorming, nominal,
and electronic meeting groups.
Evaluate evidence for cultural differences in group status and
social loafing, and the effects of diversity in groups.
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9-1
Defining and Classifying Groups
Group:
Two or more individuals interacting and interdependent,
who have come together to achieve particular objectives
Formal Group:
Defined by the organizations structure with designated
work assignments establishing tasks
Informal Group:
Alliances that are neither formally structured nor
organizationally determined
Appear naturally in response to the need for social contact
Deeply affect behavior and performance

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9-2
Subclassifications of Groups
Formal Groups
Command Group
A group composed of the
individuals who report
directly to a given manager
Task Group
Those working together to
complete a job or task in an
organization but not limited
by hierarchical boundaries
Informal Groups
Interest Group
Members work together to
attain a specific objective with
which each is concerned
Friendship Group
Those brought together
because they share one or
more common characteristics
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9-3
Why People Join Groups

Security
Status
Self-esteem
Affiliation
Power
Goal Achievement
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9-4
See E X H I B I T 9-1
Five Stages of Group Development Model
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9-5
E X H I B I T 9-2
The Five Stages of Group Development
1. Forming
Members feel much uncertainty
2. Storming
Lots of conflict between members of the group
3. Norming Stage
Members have developed close relationships and
cohesiveness
4. Performing Stage
The group is finally fully functional
5. Adjourning Stage
In temporary groups, characterized by concern with
wrapping up activities rather than performance
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9-6
Critique of the Five-Stage Model
Assumption: the group becomes more effective as it
progresses through the first four stages
Not always true group behavior is more complex
High levels of conflict may be conducive to high
performance
The process is not always linear
Several stages may occur simultaneously
Groups may regress
Ignores the organizational context
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9-7
Temporary groups with deadlines dont follow the five-
stage model
Punctuated-Equilibrium Model
Temporary groups under deadlines go through transitions
between inertia and activityat the halfway point, they
experience an increase in productivity.
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


An Alternative Model for Group Formation
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9-8
E X H I B I T 9-3
Group Properties
Group
Performance
Norms
Status
Size
Cohesiveness
Roles
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9-9
Group Property 1: Roles
Role
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 individuals view of how he or she is supposed to act in a given
situation received by external stimuli
Role Expectations
How others believe a person should act in a given situation
Psychological Contract: an unwritten agreement that sets out
mutual expectations of management and employees
Role Conflict
A situation in which an individual is confronted by divergent role
expectations


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9-10
Zimbardos Prison Experiment
Faked a prison using student
volunteers
Randomly assigned to guard and
prisoner roles
Within six days the experiment
was halted due to concerns
Guards had dehumanized the
prisoners
Prisoners were subservient
Fell into the roles as they
understood them
No real resistance felt
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9-11
Group Property 2: Norms
Norms
Acceptable standards of behavior within a group that are
shared by the groups members
Classes of Norms
Performance norms - level of acceptable work
Appearance norms - what to wear
Social arrangement norms - friendships and the like
Allocation of resources norms - distribution and assignments
of jobs and material

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9-12
Group Norms and the Hawthorne Studies
A series of studies undertaken by Elton Mayo at Western
Electric Companys Hawthorne Works in Chicago between
1924 and 1932

Research Conclusions
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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9-13
Norms and Behavior
Conformity
Gaining acceptance by adjusting ones behavior to align with
the norms of the group
Reference Groups
Important groups to which individuals belong or hope to
belong and with whose norms individuals are likely to
conform
Asch Studies
Demonstrated the power of conformance
Culture-based and declining in importance
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9-14
E X H I B I T 9-4
Deviant Workplace Behavior
Also called antisocial behavior or workplace incivility

Voluntary behavior that violates significant organizational
norms and, in doing so, threatens the well-being of the
organization

Typology:
Production working speed
Property damage and stealing
Political favoritism and gossip
Personal Aggression sexual harassment

Defying Norms: Deviant Workplace Behavior
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9-15
E X H I B I T 9-5
Group Influence on Deviant Behavior
Group norms can influence the presence of deviant behavior
Simply belonging to a group increases the likelihood of
deviance
Being in a group allows individuals to hide creates a false
sense of confidence that they wont be caught



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9-16
E X H I B I T 9-6
Group Property 3: Status
A socially defined position or rank given to groups or
group members by others it differentiates group
members
Important factor in understanding behavior
Significant motivator

Status Characteristics Theory
Status derived from one of three sources:
Power a person has over others
Ability to contribute to group goals
Personal characteristics
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9-17
Status Effects
On Norms and Conformity
High-status members are less restrained by norms and
pressure to conform
Some level of deviance is allowed to high-status members so
long as it doesnt affect group goal achievement
On Group Interaction
High-status members are more assertive
Large status differences limit diversity of ideas and
creativity
On Equity
If status is perceived to be inequitable, it will result in
various forms of corrective behavior.


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9-18
Group Property 4: Size
Group size affects behavior
Size:
Twelve or more members is a large group
Seven or fewer is a small group
Best use of a group:

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9-19
Attribute Small Large
Speed X
Individual Performance X
Problem Solving X
Diverse Input X
Fact-finding Goals X
Overall Performance X
Issues with Group Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually
Ringelmanns Rope Pull: greater levels of productivity but
with diminishing returns as group size increases
Caused by either equity concerns or a diffusion of
responsibility (free riders)
Managerial Implications
Build in individual accountability
Prevent social loafing by:
Setting group goals
Increase intergroup competition
Use peer evaluation
Distribute group rewards based on individual effort
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9-20
Group Property 5: Cohesiveness
Degree to which group members are attracted to each
other and are motivated to stay in the group

Managerial Implication
To increase cohesiveness:
Make the group smaller.
Encourage agreement with group goals.
Increase time members spend together.
Increase group status and admission difficulty.
Stimulate competition with other groups.
Give rewards to the group, not individuals.
Physically isolate the group.

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9-21
E X H I B I T 9-7
Group Decision Making vs. Individual Choice
Group Strengths:
Generate more complete information and knowledge
Offer increased diversity of views and greater creativity
Increased acceptance of decisions
Generally more accurate (but not as accurate as the most
accurate group member)
Group Weaknesses:
Time-consuming activity
Conformity pressures in the group
Discussions can be dominated by a few members
A situation of ambiguous responsibility

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9-22
Group Decision Making Phenomena
Groupthink
Situations where group pressures for conformity deter the
group from critically appraising unusual, minority, or
unpopular views
Hinders performance
Groupshift
When discussing a given set of alternatives and arriving at a
solution, group members tend to exaggerate the initial
positions that they hold. This causes a shift to more
conservative or more risky behavior.
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9-23
Groupthink
Symptoms:
Group members rationalize any resistance to the
assumptions they have made
Members apply direct pressures on those who express
doubts about shared views or who question the alternative
favored by the majority
Members who have doubts or differing points of view keep
silent about misgivings
There appears to be an illusion of unanimity
Minimize Groupthink by:
Reduce the size of the group to 10 or less
Encourage group leaders to be impartial
Appoint a devils advocate
Use exercises on diversity

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9-24
Group Decision-making Techniques
Made in interacting groups where members meet face-to-
face and rely on verbal and nonverbal communication.
Brainstorming
An idea-generating process designed to overcome pressure
for conformity
Nominal Group Technique (NGT)
Works by restricting discussion during the decision-making
process
Members are physically present but operate independently
Electronic Meeting
Uses computers to hold large meetings of up to 50 people
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9-25
Evaluating Group Effectiveness
Type of Group
Effectiveness Criteria Interacting
Brain-
storming
Nominal Electronic
Number and quality of ideas Low Moderate High High
Social Pressure High Low Moderate Low
Money Costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task Orientation Low High High High
Potential for Interpersonal
Conflict
High Low Moderate Moderate
Commitment to Solution High N/A Moderate Moderate
Development of Group
Cohesiveness
High High Moderate Low
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9-26
E X H I B I T 9-9
Global Implications
Status and Culture
The importance of status varies with culture
Managers must understand who and what holds status when
interacting with people from another culture
Social Loafing
Most often in Western (individualistic) cultures
Group Diversity
Increased diversity leads to increased conflict
May cause early withdrawal and lowered morale
If the initial difficulties are overcome, diverse groups may
perform better
Surface diversity may increase openness
9-27
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Summary and Managerial Implications
Performance
Typically, clear role perception, appropriate norms, low
status differences and smaller, more cohesive groups lead to
higher performance

Satisfaction
Increases with:
High congruence between boss and employees perceptions
about the job
Not being forced to communicate with lower-status employees
Smaller group size


9-28
2009 Prentice-Hall Inc. All rights reserved.
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