资源描述
Chapter 8Chapter 8Foundations of Group BehaviorChapter 8Foundations of Group 1After studying this chapter,After studying this chapter,you should be able to:you should be able to:1.Differentiate between formal and informal groups.2.Compare two models of group development.3.Explain how role requirements change in different situations.4.Describe how norms exert influence on an individuals behavior.5.Explain what determines status6.Define social loafing and its effect on group performance.L E A R N I N G O B J E C T I V E S2 2005 Prentice Hall Inc.All rights reserved.After studying this chapter,yAfter studying this chapter,After studying this chapter,you should be able to:you should be able to:7.Identify the benefits and disadvantages of cohesive groups.8.List the strengths and weaknesses of group decision making.9.Contrast the effectiveness of interacting,brainstorming,nominal and electronic meeting groups.10.Groupthink,Group shift.L E A R N I N G O B J E C T I V E S(contd)3 2005 Prentice Hall Inc.All rights reserved.After studying this chapter,yDefining and Classifying GroupsGroup(s)Two or more individuals interacting and interdependent,who have come together to achieve particular objectives.Formal GroupA designated work group defined by the organizations structure.Informal GroupA group that is neither formally structured now organizationally determined;appears in response to the need for social contact.4 2005 Prentice Hall Inc.All rights reserved.Defining and Classifying GroupDefining and Classifying Groups(contd)Command GroupA group composed of the individuals who report directly to a given manager.Task GroupThose working together to complete a job or task.Interest GroupThose working together to attain a specific objective with which each is concerned.Friendship GroupThose brought together because they share one or more common characteristics.5 2005 Prentice Hall Inc.All rights reserved.Defining and Classifying GroupWhy People Join GroupsSecurityStatusSelf-esteemAffiliationPowerGoal AchievementE X H I B I T 816 2005 Prentice Hall Inc.All rights reserved.Why People Join GroupsSecurityThe Five-Stage Model of Group DevelopmentForming StageThe first stage in group development,characterized by much uncertainty.Storming StageThe second stage in group development,characterized by intragroup conflict.Norming StageThe third stage in group development,characterized by close relationships and cohesiveness.7 2005 Prentice Hall Inc.All rights reserved.The Five-Stage Model of Group Group Development(contd)Performing StageThe fourth stage in group development,when the group is fully functional.Adjourning StageThe final stage in group development for temporary groups,characterized by concern with wrapping up activities rather than performance.8 2005 Prentice Hall Inc.All rights reserved.Group Development(contd)PerStages of Group DevelopmentE X H I B I T 829 2005 Prentice Hall Inc.All rights reserved.Stages of Group DevelopmentE XGroup Structure-Roles(contd)Role(s)A set of expected behavior patterns attributed to someone occupying a given position in a social unit.Role IdentityCertain attitudes and behaviors consistent with a role.Role PerceptionAn individuals view of how he or she is supposed to act in a given situation.10 2005 Prentice Hall Inc.All rights reserved.Group Structure-Roles(contGroup Structure-Roles(contd)Role ExpectationsHow others believe a person should act in a given situation.Role ConflictA situation in which an individual is confronted by divergent role expectations.Psychological ContractAn unwritten agreement that sets out what management expects from the employee and vice versa.11 2005 Prentice Hall Inc.All rights reserved.Group Structure-Roles(contGroup Structure-NormsClasses of Norms:Performance normsAppearance normsSocial arrangement normsAllocation of resources normsNormsAcceptable standards of behavior within a group that are shared by the groups members.12 2005 Prentice Hall Inc.All rights reserved.Group Structure-NormsClassesThe Hawthorne StudiesA 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.13 2005 Prentice Hall Inc.All rights reserved.The Hawthorne StudiesA series Group Structure-Norms(contd)ConformityAdjusting ones behavior to align with the norms of the group.Reference GroupsImportant groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.14 2005 Prentice Hall Inc.All rights reserved.Group Structure-Norms(contGroup Structure-Norms(contd)Deviant Workplace BehaviorAntisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization,its members,or both.15 2005 Prentice Hall Inc.All rights reserved.Group Structure-Norms(contTypology of Deviant Workplace BehaviorE X H I B I T 85Category ExamplesProduction Leaving earlyIntentionally working slowlyWasting resourcesProperty Sabotage Lying about hours worked Stealing from the organization Political Showing favoritismGossiping and spreading rumorsBlaming coworkers Personal Aggression Sexual harassmentVerbal abuseStealing from coworkersSource:Adapted from S.L.Robinson,and R.J.Bennett.“A Typology of Deviant Workplace Behaviors:A Multidimensional Scaling Study,”Academy of Management Journal,April 1995,p.565.16 2005 Prentice Hall Inc.All rights reserved.Typology of Deviant Workplace Group Structure-StatusGroup NormsGroup NormsStatus Equity Status Equity CultureCultureGroup MemberGroup MemberStatusStatusStatusA socially defined position or rank given to groups or group members by others.17 2005 Prentice Hall Inc.All rights reserved.Group Structure-StatusGroup Group Structure-SizeGroup SizePerformanceExpectedActual(due to loafing)Other conclusions:Odd number groups do better than even.Groups of 7 or 9 perform better overall than larger or smaller groups.Social LoafingThe tendency for individuals to expend less effort when working collectively than when working individually.18 2005 Prentice Hall Inc.All rights reserved.Group Structure-SizeGroup SiGroup Structure-CompositionGroup DemographyThe degree to which members of a group share a common demographic attribute,such as age,sex,race,educational level,or length of service in the organization,and the impact of this attribute on turnover.CohortsIndividuals who,as part of a group,hold a common attribute.19 2005 Prentice Hall Inc.All rights reserved.Group Structure-CompositionGGroup Structure-CohesivenessIncreasing group cohesiveness:1.Make the group smaller.2.Encourage agreement with group goals.3.Increase time members spend together.4.Increase group status and admission difficultly.5.Stimulate competition with other groups.6.Give rewards to the group,not individuals.7.Physically isolate the group.CohesivenessDegree to which group members are attracted to each other and are motivated to stay in the group.20 2005 Prentice Hall Inc.All rights reserved.Group Structure-CohesivenessRelationship Between Group Cohesiveness,Performance Norms,and ProductivityE X H I B I T 8621 2005 Prentice Hall Inc.All rights reserved.Relationship Between Group CohGroup TasksDecision-makingLarge groups facilitate the pooling of information about complex tasks.Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks.Simple,routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.22 2005 Prentice Hall Inc.All rights reserved.Group TasksDecision-making22 Group Decision MakingStrengthsMore complete informationIncreased diversity of viewsHigher quality of decisions(more accuracy)Increased acceptance of solutionsWeaknessesMore time consuming(slower)Increased pressure to conformDomination by one or a few membersAmbiguous responsibility23 2005 Prentice Hall Inc.All rights reserved.Group Decision MakingStrengthsGroup Decision Making(contd)GroupthinkPhenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.GroupshiftA change in decision risk between the groups decision and the individual decision that member within the group would make;can be either toward conservatism or greater risk.24 2005 Prentice Hall Inc.All rights reserved.Group Decision Making(contd)Symptoms Of The Groupthink Phenomenon 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.25 2005 Prentice Hall Inc.All rights reserved.Symptoms Of The Groupthink PheGroup Decision-Making TechniquesInteracting GroupsTypical groups,in which the members interact with each other face-to-face.Nominal Group TechniqueA group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.26 2005 Prentice Hall Inc.All rights reserved.Group Decision-Making TechniquGroup Decision-Making TechniquesElectronic MeetingA meeting in which members interact on computers,allowing for anonymity of comments and aggregation of votes.BrainstormingAn idea-generation process that specifically encourages any and all alternatives,while withholding any criticism of those alternatives.27 2005 Prentice Hall Inc.All rights reserved.Group Decision-Making Techniqu
展开阅读全文