ch08

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook

© 2003 Prentice Hall Inc. All rights reserved. 8–2

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

1. Differentiate between formal and informal groups.

2. Compare two models of group development.

3. Explain how group interaction can be analyzed.

4. Identify the key factors in explaining group behavior.

5. Explain how role requirements change in different situations.

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AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

6. Describe how norms exert influence on an individual’s behavior.

7. Define social loafing and its effect on group performance.

8. Identify the benefits and disadvantages of cohesive groups.

9. List the strengths and weaknesses of group decision making.

10. Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups.

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© 2003 Prentice Hall Inc. All rights reserved. 8–4

Defining and Classifying GroupsDefining and Classifying Groups

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Defining and Classifying Groups (cont’d)Defining and Classifying Groups (cont’d)

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Why People Join GroupsWhy People Join Groups

• Security

• Status

• Self-esteem

• Affiliation

• Power

• Goal Achievement

E X H I B I T 8-1

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Stages of Group DevelopmentStages of Group Development

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Stages of Group Development (cont’d)Stages of Group Development (cont’d)

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Stages of Group DevelopmentStages of Group Development

E X H I B I T 8-2

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An Alternative Model: For Temporary Groups with Deadlines

An Alternative Model: For Temporary Groups with Deadlines

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

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

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The Punctuated-Equilibrium ModelThe Punctuated-Equilibrium Model

E X H I B I T 8-3

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Group Behavior ModelGroup Behavior Model

E X H I B I T 8-4

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External Conditions Imposed on the GroupExternal Conditions Imposed on the Group

Imposed Conditions:

• Organization’s overall strategy

• Authority structures

• Formal regulations

• Resource constraints

• Selection process

• Performance and evaluation system

• Organization’s culture

• Physical work setting

Imposed Conditions:

• Organization’s overall strategy

• Authority structures

• Formal regulations

• Resource constraints

• Selection process

• Performance and evaluation system

• Organization’s culture

• Physical work setting

© 2003 Prentice Hall Inc. All rights reserved. 8–14

Group Member ResourcesGroup Member Resources

Knowledge, Skills, and Abilities– Interpersonal skills

• Conflict management and resolution• Collaborative problem solving• Communication

– Personality Characteristics• Sociability• Initiative• Openness• Flexibility

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Group Structure - RolesGroup Structure - Roles

Formal Leadership– Leadership that is imposed on the group by the

organization.– Leaders who derive their power from the

positions they occupy in the organizational structure.

– Formal leaders may or may not also be the informal leaders of the groups in which they function.

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Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)

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Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)

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Group Structure - NormsGroup Structure - Norms

Classes of Norms:• Performance norms

• Appearance norms

• Social arrangement norms

• Allocation of resources norms

Classes of Norms:• Performance norms

• Appearance norms

• Social arrangement norms

• Allocation of resources norms

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Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)

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Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)

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Examples of Cards Used in Asch’s StudyExamples of Cards Used in Asch’s Study

E X H I B I T 8-5

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Typology of Deviant Workplace BehaviorTypology of Deviant Workplace Behavior

E X H I B I T 8-6

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Group Structure - StatusGroup Structure - Status

Group NormsGroup NormsGroup NormsGroup Norms

Status Equity Status Equity Status Equity Status Equity

CultureCultureCultureCulture

Group MemberGroup MemberStatusStatus

Group MemberGroup MemberStatusStatus

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Group Structure - SizeGroup Structure - Size

Group Size

PerformanceExp

ecte

d

Actual (due to

loafin

g)

Other conclusions:• Odd number groups do

better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

Other conclusions:• Odd number groups do

better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

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Group Structure - CompositionGroup Structure - Composition

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Group Structure - CohesivenessGroup Structure - Cohesiveness

Increasing 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.

Increasing 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.

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Relationship Between Group Cohesiveness, Performance Norms, and Productivity

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

E X H I B I T 8-7

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Group ProcessesGroup Processes

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Effects of Group ProcessesEffects of Group Processes

E X H I B I T 8-8

+

–

=

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Group TasksGroup 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.

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Group Decision MakingGroup Decision Making

Strengths– More complete

information– Increased

diversity of views– Higher quality of

decisions– Increased

acceptance of solutions

Weaknesses– More time

consuming– Increased

pressure to conform

– Domination by one or a few members

– Ambiguous responsibility

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Group Decision Making (cont’d)Group Decision Making (cont’d)

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Group Decision-Making TechniquesGroup Decision-Making Techniques

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Evaluating Group EffectivenessEvaluating Group Effectiveness

E X H I B I T 8-10