MOB 9 GROUP

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101. MANAGEMENT & ORGANISATIONAL THEORY

Reference Notes for Executive MBA - Academy of Management Studies 80

GROUP DYNAMISM


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Reference Notes for Executive MBA - Academy ofManagement Studies 81

After studying this chapter,you should be able to:

1. Differentiate between formal and informalgroups.

2. Compare two models of group development.3. Explain how role requirements change indifferent 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.

R N I N G O B J E C T I V E S


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After studying this chapter,you should be able to:

1. Identify the benefits and disadvantages ofcohesive groups.

2. List the strengths and weaknesses of group

decision making.

3. Contrast the effectiveness of interacting,brainstorming, nominal and electronic meetinggroups.

G O B J E C T I V E S (contd)


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Defining and Classifying Groups

Group(s)Two or more individuals interacting andinterdependent, who have come togetherto achieve particular objectives.

Formal GroupA designated work groupdefined by the

organizations structure.

Informal GroupA group that is neither formallystructured now

organizationally determined;appears in response to theneed for social contact.


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Defining and Classifying Groups (contd)

Command GroupA group composed ofthe individuals whoreport directly to a givenmanager.

Task GroupThose working together tocomplete a job or task.

Interest GroupThose working togetherto attain a specificobjective with whicheach is concerned.

Friendship GroupThose brought togetherbecause they share oneor more commoncharacteristics.


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Why People Join Groups

Security Status Self-esteem Affiliation Power Goal Achievement

E X H I B I T 81


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The Five-Stage Model of Group Development

Forming StageThe first stage in group development, characterizedby much uncertainty.

Storming StageThe second stage in group development,characterized by intragroup conflict.

Norming Stage

The third stage in groupdevelopment, characterizedby close relationships andcohesiveness.


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Group Development (contd)

Performing StageThe fourth stage in group development, when thegroup is fully functional.

Adjourning StageThe final stage in groupdevelopment for temporarygroups, characterized by

concern with wrapping upactivities rather thanperformance.


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Stages of Group Development

E X H I B I T 82


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An Alternative Model: Temporary Groups withDeadlines

Sequence of actions:1. Setting group direction2. First phase of inertia3. Half-way point transition4. Major changes5. Second phase of inertia6. Accelerated activity

Punctuated-Equilibrium ModelTemporary groups gothrough transitionsbetween inertia andactivity.


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The Punctuated-Equilibrium Model

E X H I B I T 83


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Group Structure - Roles (contd)

Role(s)A set of expected behavior patterns attributed tosomeone occupying a given position in a social unit.

Role IdentityCertain attitudes and behaviorsconsistent with a role.

Role PerceptionAn individuals view of how he or sheis supposed to act in a given situation.


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Group Structure - Roles (contd)

Role Expectations

How others believe a personshould act in a given situation.

Role ConflictA situation in which an individual is confronted bydivergent role expectations.

Psychological Contract

An unwritten agreement that setsout what management expects fromthe employee and vice versa.


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Group Structure - Norms

Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources

norms

Norms

Acceptable standards of behavior within a groupthat are shared by the groups members.


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The Hawthorne Studies

A series of studies undertaken by Elton Mayo atWestern Electric Companys Hawthorne Works inChicago between 1924 and 1932.

Research Conclusions:o Worker behavior and sentiments were closely related.o

Group influences (norms) were significant in affectingindividual behavior.o Group standards (norms) were highly effective in

establishing individual worker output.o Money was less a factor in determining worker output

than were group standards, sentiments, and security.


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Group Structure - Norms (contd)

ConformityAdjusting ones behavior to alignwith the norms of the group.

Reference GroupsImportant groups to whichindividuals belong or hopeto belong and with whosenorms individuals are likelyto conform.


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Examples of Cards Used in Aschs Study

E X H I B I T 84


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Group Structure - Norms (contd)

Deviant Workplace Behavior

Antisocial actions by organizational membersthat intentionally violate established norms andresult in negative consequences for theorganization, its members, or both.


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Typology of Deviant Workplace Behavior

E X H I B I T 85

Category Examples

Production Leaving earlyIntentionally working slowlyWasting resourcesProperty Sabotage

Lying about hours workedStealing from the organizationPolitical Showing favoritismGossiping and spreading rumorsBlaming coworkersPersonal Aggression Sexual harassment

Verbal abuseStealing from coworkers

Source:Adapted from S.L. Robinson, and R.J. Bennett. A Typology of Deviant Workplace Behaviors: AMultidimensional Scaling Study, Academy of Management Journal, April 1995, p. 565.


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Group Structure - Status

Group Norms

Status Equity

Culture

Group MemberStatus

StatusA socially defined position or rank given to groups orgroup members by others.


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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 performbetter overall than larger

or smaller groups.

Social LoafingThe tendency for individuals to expend less effort whenworking collectively than when working individually.


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Group Structure - Composition

Group Demography

The degree to which members of a group share acommon demographic attribute, such as age, sex,race, educational level, or length of service in theorganization, and the impact of this attribute on

turnover.

CohortsIndividuals who, as part of agroup, hold a commonattribute.


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Group 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.

CohesivenessDegree to which group members are attracted toeach other and are motivated to stay in the group.


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Relationship Between Group Cohesiveness,Performance Norms, and Productivity

E X H I B I T 86


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E X H I B I T 87S. Adams, Build a Better Life by Stealing Office Supplies(Kansas City MO: Andrews & McMeal,1991), p. 31. Dilbert reprinted with permission of United Features Syndicate, Inc.


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Group Tasks

Decision-makingo Large groups facilitate the pooling of information about

complex tasks.o Smaller groups are better suited to coordinating and

facilitating the implementation of complex tasks.o Simple, routine standardized tasks reduce the

requirement that group processes be effective in orderfor the group to perform well.


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Group Decision Making

Strengthso More complete

informationo Increased diversity of

viewso

Higher quality ofdecisions (moreaccuracy)

o Increasedacceptance of

solutions

Weaknesseso More time consuming

(slower)o Increased pressure

to conformo

Domination by one ora few memberso Ambiguous

responsibility


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Group Decision Making (contd)

Groupthink

Phenomenon in which the norm for consensusoverrides the realistic appraisal of alternative courseof action.

GroupshiftA change in decision risk between the groupsdecision and the individual decision that memberwithin the group would make; can be either toward

conservatism or greater risk.


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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 whoquestion the alternative favored by the majority.

Members who have doubts or differing points ofview keep silent about misgivings. There appears to be an illusion of unanimity.


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Group Decision-Making Techniques

Interacting GroupsTypical groups, in which the members interact witheach other face-to-face.

Nominal Group TechniqueA group decision-making method in which individualmembers meet face-to-face to pool their judgmentsin a systematic but independent fashion.


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Group Decision-Making Techniques

Electronic MeetingA meeting in which membersinteract on computers, allowing

for anonymity of comments andaggregation of votes.

Brainstorming

An idea-generation process that specificallyencourages any and all alternatives, whilewithholding any criticism of those alternatives.


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Evaluating Group Effectiveness

E X H I B I T 88

TYPE OF GROUP

Effectiveness Criteria Interacting Brainstorming Nominal ElectronicNumber and quality of ideas Low Moderate High HighSocial pressure High Low Moderate LowMoney costs Low Low Low HighSpeed Moderate Moderate Moderate ModerateTask orientation Low High High HighPotential for interpersonal conflict High Low Moderate LowCommitment to solution High Not applicable Moderate ModerateDevelopment of High High Moderate Lowgroup cohesiveness

MOB 9 GROUP

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