ch08
TRANSCRIPT
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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
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© 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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S
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© 2003 Prentice Hall Inc. All rights reserved. 8–3
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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S (
con
t’d
)
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© 2003 Prentice Hall Inc. All rights reserved. 8–4
Defining and Classifying GroupsDefining and Classifying Groups
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© 2003 Prentice Hall Inc. All rights reserved. 8–5
Defining and Classifying Groups (cont’d)Defining and Classifying Groups (cont’d)
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© 2003 Prentice Hall Inc. All rights reserved. 8–6
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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© 2003 Prentice Hall Inc. All rights reserved. 8–7
Stages of Group DevelopmentStages of Group Development
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© 2003 Prentice Hall Inc. All rights reserved. 8–8
Stages of Group Development (cont’d)Stages of Group Development (cont’d)
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© 2003 Prentice Hall Inc. All rights reserved. 8–9
Stages of Group DevelopmentStages of Group Development
E X H I B I T 8-2
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© 2003 Prentice Hall Inc. All rights reserved. 8–10
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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© 2003 Prentice Hall Inc. All rights reserved. 8–11
The Punctuated-Equilibrium ModelThe Punctuated-Equilibrium Model
E X H I B I T 8-3
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© 2003 Prentice Hall Inc. All rights reserved. 8–12
Group Behavior ModelGroup Behavior Model
E X H I B I T 8-4
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© 2003 Prentice Hall Inc. All rights reserved. 8–13
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
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© 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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© 2003 Prentice Hall Inc. All rights reserved. 8–15
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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© 2003 Prentice Hall Inc. All rights reserved. 8–16
Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)
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© 2003 Prentice Hall Inc. All rights reserved. 8–17
Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)
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© 2003 Prentice Hall Inc. All rights reserved. 8–18
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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© 2003 Prentice Hall Inc. All rights reserved. 8–19
Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)
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© 2003 Prentice Hall Inc. All rights reserved. 8–20
Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)
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© 2003 Prentice Hall Inc. All rights reserved. 8–21
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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© 2003 Prentice Hall Inc. All rights reserved. 8–22
Typology of Deviant Workplace BehaviorTypology of Deviant Workplace Behavior
E X H I B I T 8-6
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© 2003 Prentice Hall Inc. All rights reserved. 8–23
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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© 2003 Prentice Hall Inc. All rights reserved. 8–24
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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© 2003 Prentice Hall Inc. All rights reserved. 8–26
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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© 2003 Prentice Hall Inc. All rights reserved. 8–27
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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© 2003 Prentice Hall Inc. All rights reserved. 8–28
Group ProcessesGroup Processes
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© 2003 Prentice Hall Inc. All rights reserved. 8–29
Effects of Group ProcessesEffects of Group Processes
E X H I B I T 8-8
+
–
=
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© 2003 Prentice Hall Inc. All rights reserved. 8–30
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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© 2003 Prentice Hall Inc. All rights reserved. 8–34
Evaluating Group EffectivenessEvaluating Group Effectiveness
E X H I B I T 8-10