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C484 Notes, 5 Stages of Group Development - Coggle Diagram

- - - - Formal Groups
        
        Deliberate groups defined by the organization to reach their goals.
      - Informal Groups
        
        Groups that are neither formally defined or defined by the organization
    - - Proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group
    - - Role
        
        Role Perception
        
        Thinking of yourself within your role
        
        Role Conflicts
        
        When one role in your life conflicts with another role within your life
      - Norms
        
        Standards of behavior within a group shared by the group's members
      - Status
        
        The power a person wields over others
        
        A person's ability to contribute to a group's goals
      - Size
        
        Social loafing
        
        People who decide to not work so hard because they're part of a group - they cost and will let the harder workers take care of it.
      - Cohesiveness
        
        Most of the time cohesiveness is going to result in high performance - there is an occasion it goes the other way. This happens whenever the norm is work less hard.
      - Diversity
        
        Great thing - provides different views
        
        Takes a toll on cohesiveness in the short term
    - - Communication dynamic where the group doesn't want to hear any counter evidence. Suppress opposition thoughts. They want what the dominant opinion.
    - - You end up taking a more extreme view than you would individually while in a group.
      - This is the same thing that causes "riots." It drastically exaggerates your initial view.
    - - Groups
        
        Generates more complete information and knowledge
        
        Increased diversity of views
        
        Increased acceptance of a solution
      - Individuals
        
        Much quicker - don't need to rely on a group to make a decision
        
        No conformity pressures
        
        No power dynamics causing groupthink
        
        Clear who is accountable for the final outcome, unlike group decisions
- - - - Innovation and Risk Taking
        
        The degree to which employees are encouraged to be innovating and take risks
      - Attention to Detail
        
        The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
      - Outcome Orientation
        
        The degree to which management focuses on results or outcomes rather than on the technique and process used to achieve them
      - People Orietnation
        
        The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
      - Team Orientation
        
        The degree to which work activities are organized around teams rather than individiuals
      - Aggressiveness
        
        The degree to which people are aggressive and competitive rather than easygoing
      - Stability
        
        The degree to which organizational activities emphasize maintaining the status quo in contrast to growth
    - - Expresses the core value the majority of members share and give the organization it's "distinct"" personality
    - - Refers to the shared perceptions organizational members have about their organization and work environment