ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N ST E N T H E D I T I O N 2003 Prentice Hall Inc. All rights reserved.PowerPoint Presentation by Charlie Cook

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:Differentiate between formal and informal groups.Compare two models of group development.Explain how group interaction can be analyzed.Identify the key factors in explaining group behavior.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

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:Describe how norms exert influence on an individuals behavior.Define social loafing and its effect on group performance.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.L E A R N I N G O B J E C T I V E S (contd)

Defining and Classifying Groups

Defining and Classifying Groups (contd)

Why People Join GroupsSecurityStatusSelf-esteemAffiliationPowerGoal AchievementE X H I B I T8-1

Stages of Group Development

Stages of Group Development (contd)

Stages of Group DevelopmentE X H I B I T8-2

An Alternative Model: For Temporary Groups with DeadlinesSequence of actions:Setting group directionFirst phase of inertiaHalf-way point transitionMajor changesSecond phase of inertiaAccelerated activity

The Punctuated-Equilibrium ModelE X H I B I T8-3

Group Behavior ModelE X H I B I T8-4

External Conditions Imposed on the GroupImposed Conditions:Organizations overall strategyAuthority structuresFormal regulationsResource constraintsSelection processPerformance and evaluation systemOrganizations culturePhysical work setting

Group Member ResourcesKnowledge, Skills, and AbilitiesInterpersonal skillsConflict management and resolutionCollaborative problem solvingCommunicationPersonality CharacteristicsSociabilityInitiativeOpennessFlexibility

Group Structure - RolesFormal LeadershipLeadership 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.

Group Structure - Roles (contd)

Group Structure - Roles (contd)

Group Structure - NormsClasses of Norms:Performance normsAppearance normsSocial arrangement normsAllocation of resources norms

Group Structure - Norms (contd)

Group Structure - Norms (contd)

Examples of Cards Used in Aschs StudyE X H I B I T8-5

Typology of Deviant Workplace BehaviorE X H I B I T8-6

Group Structure - StatusGroup Member Status

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.

Group Structure - Composition

Group Structure - CohesivenessIncreasing 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.

Relationship Between Group Cohesiveness, Performance Norms, and ProductivityE X H I B I T8-7

Group Processes

Effects of Group ProcessesE X H I B I T8-8+=

Group 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.

Group Decision MakingStrengthsMore complete informationIncreased diversity of viewsHigher quality of decisionsIncreased acceptance of solutionsWeaknessesMore time consumingIncreased pressure to conformDomination by one or a few membersAmbiguous responsibility

Group Decision Making (contd)

Group Decision-Making Techniques

Evaluating Group EffectivenessE X H I B I T8-10