Organizational Behavior Module 9 Group Dynamics Module Learning

Organizational Behavior Module 9: Group Dynamics

Module Learning Outcomes Explain group dynamics within organizations 9. 1: Explain and explore the tension between individual versus groups and group dynamics in organizational life

Group Dynamics

Learning Outcomes: Group Dynamics 9. 1: Explain and explore the tension between individual versus groups and group dynamics in organizational life. 9. 1. 1: Describe various types of groups 9. 1. 2: Define successful group development 9. 1. 3: Determine successful group structure 9. 1. 4: Discuss the advantages and disadvantages of working as a group rather than as an individual

Types of groups Formal Groups Informal Groups Command groups Interest groups Task groups Friendship groups

Group formation

Punctuated equilibrium • For groups with a specific deadline

Roles within a group • • Role identity Role perception Role expectations Role conflict

Class Discussion: What’s Your Role? You play many roles! Think about just ONE of your roles – student, employee, son, daughter – and what that role means. What is your • • Role identity Role perception Role expectations Role conflict Write down some notes and prepare to discuss!

Norms • • Norms are standard acceptable behaviors. There are four kinds of norms: • Performance norms • Appearance norms • Social arrangement norms • Allocation of resources norms

Cohesiveness

Group vs. individual effort • Social loafing

Group Decision Making: Pros and Cons Pros • It’s made with more complete information and knowledge • It considers diverse points of view • It is a higher quality decision, because a group will almost always outperform an individual • It will lead to a wider acceptance of a solution, because the decision is already supported by a group of people Cons • Decision fatigue

Class Discussion: Groupthink • • What is groupthink? How can you prevent groupthink?

Class Activity: What is an acceptable level of risk? Samantha is an IT programmer who works in a modest job, where she makes an adequate living to provide for her family. She is guaranteed a job for the rest of her life, but will receive only cost of living raises and an occasional bonus. While at a conference, a small start up offers her a position. The company is newly founded, with a highly uncertain future. Samantha is offered a good salary and the possibility of part ownership if the company takes off. Either individually or in a group, please select the lowest probability you would consider acceptable to make it worthwhile to take the job, if you were Samantha. ___The chances are 1 in 10 that the company will prove financially sound. ___The chances are 3 in 10 that the company will prove financially sound. ___The chances are 5 in 10 that the company will prove financially sound. ___The chances are 7 in 10 that the company will prove financially sound. ___The chances are 9 in 10 that the company will prove financially sound.

Practice Question 1 What is the definition of a command group? A. A formal group determined by an organization’s hierarchal chart and composed of individuals reporting to a particular manager. B. A formal group that has been brought together to complete a particular task. C. An informal group that has come together to attain a common objective D. An informal group that has assembled to share common ideals, interests and other similarities.

Practice Question 2 Which of the following statements best describes a group that’s in the storming stage of the five-stage model for group development? A. The group has met, worked together, and have started to understand how they can achieve success as a group. B. They have only just been introduced to each other and do not yet completely understand their purpose. C. They are experiencing conflict, with each other and over who will be the group’s leader. D. They have completed their task and have gone their separate ways.

Practice Question 3 Cohesiveness cannot drive high productivity if what other condition exists? A. B. C. D. High performance norms Low role expectations Low performance norms High role expectations

Quick Review • • There are formal groups (control, task) and informal group (interest, friendship) Groups form in five separate stages: forming, storming, norming, performing and adjourning Roles, norms, status, size and cohesiveness must be considered within a group structure If leveraging a group over an individual, dangers include • • • Decision fatigue Groupthink Groupshift