GROUP BEHAVIOUR
What is a Group?
Why do people join groups
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
Types of Groups
Formal group
Informal group
Command group
Task group
Interest group
Friendship group
Stages of Group Development
The Five-Stage Model
Prestage
Stage I- Forming
Stage II- Storming
Stage III- Norming
Stage IV- Performing
Stage V- Adjourning
An Alternative Model for Temporary Groups with Deadlines
Punctuated- Equilibrium Model
Their first meeting sets the groups direction This first phase of group activity is one of inertia A transition takes place at the end of this first phase A transition initiates major changes A second stage of inertia follows the transition The groups last meeting is a characterized by markedly accelerated activity
Group Properties
Roles Norms Status Size Cohesiveness
Group Property 1: Roles
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.
Role expectations - how others believe a person
should act in a given situation.
Role conflict - a situation in which and individuals
in confronted by divergent role expectations
An experiment- Zimbardos Prison Experiment
Group Property 2: Norms
Acceptable standards of behavior within a group that are shared by the groups member.
Conformity
The adjustment of ones behavior to align with the norms of the group.
Deviant Workplace Behavior
Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members. Also called anti-social behavior or workplace incivility.
Typology of Deviant Workplace Behavior
Category Production Examples Leaving early Intentionally working slowly Wasting resources Sabotage Lying about hours worked Stealing from the organization Showing favoritism Gossiping and spreading rumors Blaming coworkers
Property
Political
Personal aggression
Sexual harassment Verbal abuse Stealing from coworkers
Group Property 3: Status
A socially defined position or rank given to groups or group members by others.
What Determines Status
The power a person wields over others A persons ability to contribute to a groups goals An individuals personal characteristics.
Status and Norms
High-status members of groups are often given more freedom to deviate from norms than are other group members.
Status and Group Interaction
High status people tend to be more assertive. They speak out more often, criticize more, state more commands and interrupt others more often.
Status Inequity
It is important for group members to believe that the status hierarchy is equitable. Perceived inequity creates disequilibrium, which results in various types of corrective behavior.
Group Property 4: Size
Large group: those with dozen or more members,
are good for gaining diverse input.
Small group: better at doing something productive
with the input.
Social loafing: the tendency for individuals to
expand less effort when working collectively than when working individual.
Group Property 5: Cohesiveness
The degree to which group members are attracted to each other and are motivated to stay in the group. The relationship between cohesiveness and productivity depends on the performance related norms established by the group.
How to Encourage Group Cohesiveness
Make the group smaller. Encourage agreement with group goals Increase the time members spend together Increase the status of the group Stimulate competition with other groups Give rewards to the group rather than individual members Physically isolate the group
Strengths of Group Decision Making
More complete information and knowledge. Increased diversity of views. Acceptance of a solution.
Weakness of Group Decision Making
Conformity pressures in groups Dominated by few or one member Ambiguous responsibility
Summary
Performance: A number of group properties show a
relationship with performance. Among the most prominent are role perception, norms, status differences, size of the group and cohesiveness.
Satisfaction: Satisfaction to be greater among
employees whose job minimizes interaction with individuals who are lower in status than themselves.
