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Chapter 8 : Group Dynamics, Groupshift - Coggle Diagram
Chapter 8 : Group Dynamics
Defining and Classifying Groups
Formal Group - Defined by the organization’s 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
Group - Two or more individuals interacting and interdependent, who have come together to achieve particular objectives
Sub classifications of Groups
Formal Groups
Task Group
Informal Groups
Interest Group
Friendship Group
Why People Join Groups
Self-esteem
Affiliation
Status
Power
Security
Goal Achievement
Five Stages of Group Development Model
Stage III Norming
Stage IV Performing
Stage II Storming
Stage I Forming
Stage V Adjourning
Prestage 1
Group Performance
Status
Cohesiveness
Norms
Size
Roles
Group Property 1: Roles
Role Perception
Role Expectation
Role Identity
Role Conflict
Role
Group Property 2: Norms
Norms
Classes of Norms
Norms and Behavior
Reference Groups
Asch Studies
Conformity
Deviant Workplace Behavior
Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization
Also called antisocial behavior or workplace incivility
Group Influence on 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 won’t be caught
Group norms can influence the presence of deviant behavior
Group Property 3: Status
A socially defined position or rank given to groups or group members by others – it differentiates group members
Significant motivator
Status Characteristics Theory
Power a person has over others
Ability to contribute to group goals
Personal characteristics
Status Effects
On Group Interaction
On Equity
On Norms and Conformity
Group Property 4: Size
Group size affects behavior
Size:
Twelve or more members is a “large” group
Seven or fewer is a “small” group
Issues with Group Size
Social Loafing
Managerial Implications
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
Group Decision Making vs. Individual Choice
Group Strengths:
Offer increased diversity of views and greater creativity
Increased acceptance of decisions
Generate more complete information and knowledge
Generally more accurate (but not as accurate as the most accurate group member)
Group Weaknesses
Conformity pressures in the group
Discussions can be dominated by a few members
Time-consuming activity
A situation of ambiguous responsibility
Group Decision Making Phenomena
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.
Groupthink
Situations where group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views
Hinders performance
Group Decision-making Techniques
Nominal Group Technique (NGT)
Electronic Meeting
Brainstorming
Types of Teams
Problem-Solving Teams
Self-Managed Work Teams
Key Components of Effective Teams
Composition
Work Design
Context
Process Variables
Turning Individuals into Team Players
Training
Rewards
Selection
Groupshift