组织行为学英文讲义课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,8,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,8,*,Chapter 8,Foundations of Group Behavior,Chapter 8Foundations of Group,1,After studying this chapter,you should be able to:,Differentiate between formal and informal groups.,Compare two models of group development.,Explain how role requirements change in different situations.,Describe how norms exert influence on an individuals behavior.,Explain what determines status,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 S,2, 2005 Prentice Hall Inc. All rights reserved.,After studying this chapter,y,After studying this chapter,you should be able to:,Identify the benefits and disadvantages of cohesive groups.,List the strengths and weaknesses of group decision making.,Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups.,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,y,Defining and Classifying Groups,Group(s),Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.,Formal Group,A designated work group defined by the organizations structure.,Informal Group,A 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 Group,Defining and Classifying Groups (contd),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.,Interest Group,Those working together to attain a specific objective with which each is concerned.,Friendship Group,Those brought together because they share one or more common characteristics.,5, 2005 Prentice Hall Inc. All rights reserved.,Defining and Classifying Group,Why People Join Groups,Security,Status,Self-esteem,Affiliation,Power,Goal Achievement,E X H I B I T 81,6, 2005 Prentice Hall Inc. All rights reserved.,Why People Join GroupsSecurity,The Five-Stage Model of Group Development,Forming Stage,The first stage in group development, characterized by much uncertainty.,Storming Stage,The second stage in group development, characterized by intragroup conflict.,Norming Stage,The 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 Stage,The fourth stage in group development, when the group is fully functional.,Adjourning Stage,The 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)Per,Stages of Group Development,E X H I B I T 82,9, 2005 Prentice Hall Inc. All rights reserved.,Stages of Group DevelopmentE X,Group Structure - Roles (contd),Role(s),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.,10, 2005 Prentice Hall Inc. All rights reserved.,Group Structure - Roles (cont,Group Structure - Roles (contd),Role Expectations,How others believe a person should act in a given situation.,Role Conflict,A situation in which an individual is confronted by divergent role expectations.,Psychological Contract,An 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 (cont,Group Structure - Norms,Classes of Norms:,Performance norms,Appearance norms,Social arrangement norms,Allocation of resources norms,Norms,Acceptable standards of behavior within a group that are shared by the groups members.,12, 2005 Prentice Hall Inc. All rights reserved.,Group Structure - NormsClasses,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.,13, 2005 Prentice Hall Inc. All rights reserved.,The Hawthorne StudiesA series,Group Structure - Norms (contd),Conformity,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.,14, 2005 Prentice Hall Inc. All rights reserved.,Group Structure - Norms (cont,Group Structure - Norms (contd),Deviant Workplace Behavior,Antisocial 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 (cont,Typology of Deviant Workplace Behavior,E X H I B I T 85,Category,Examples,Production Leaving earlyIntentionally working slowlyWasting resources,Property Sabotage Lying about hours worked Stealing from the organization,Political Showing favoritismGossiping and spreading rumorsBlaming coworkers,Personal Aggression Sexual harassmentVerbal abuseStealing from coworkers,Source:,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 - Status,Group Norms,Status Equity,Culture,Group MemberStatus,Status,A 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 - Size,Group Size,Performance,Expected,Actual (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 Loafing,The 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 Si,Group Structure - Composition,Group Demography,The 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.,Cohorts,Individuals who, as part of a group, hold a common attribute.,19, 2005 Prentice Hall Inc. All rights reserved.,Group Structure - CompositionG,Group Structure - Cohesiveness,Increasing group cohesiveness:,Make the group smaller.,Encourage agreement with group goals.,Increase time members spend together.,Increase group status and admission difficultly.,Stimulate competition with other groups.,Give rewards to the group, not individuals.,Physically isolate the group.,Cohesiveness,Degree 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 - Cohesiveness,Relationship Between Group Cohesiveness, Performance Norms, and Productivity,E X H I B I T 86,21, 2005 Prentice Hall Inc. All rights reserved.,Relationship Between Group Coh,Group Tasks,Decision-making,Large 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 Making,Strengths,More complete information,Increased diversity of views,Higher quality of decisions (more accuracy),Increased acceptance of solutions,Weaknesses,More time consuming (slower),Increased pressure to conform,Domination by one or a few members,Ambiguous responsibility,23, 2005 Prentice Hall Inc. All rights reserved.,Group Decision MakingStrengths,Group Decision Making (contd),Groupthink,Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.,Groupshift,A 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 Phe,Group Decision-Making Techniques,Interacting Groups,Typical groups, in which the members interact with each other face-to-face.,Nominal Group Technique,A 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 Techniqu,Group Decision-Making Techniques,Electronic Meeting,A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.,Brainstorming,An 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,