ORGANIZATIONAL BEHAVIOR WWW PRENHALL COMROBBINS T E N
ORGANIZATIONAL BEHAVIOR WWW. PRENHALL. COM/ROBBINS T E N T H E D I T I O N
Defining and Classifying Groups
Defining and Classifying Groups (cont’d)
The Five Stage Model of Group Development
Stages of Group Development (cont’d)
The Punctuated-Equilibrium Model EXHIBIT 8 -3
Group Behavior Model
External 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
Group Member Resources Ø Knowledge, Skills, and Abilities – Interpersonal skills • Conflict management and resolution • Collaborative problem solving • Communication – Personality Characteristics • • Sociability Initiative Openness Flexibility
Group Structure - Roles Ø 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.
Group Structure - Roles (cont’d)
Group Structure - Roles (cont’d)
Group Structure - Norms Classes of Norms: • Performance norms • Appearance norms • Social arrangement norms • Allocation of resources norms
Examples of Cards Used in Asch’s Study EXHIBIT 8 -5
Group Structure - Size Performance pe ct ed ) g n o Ex t e u t Ac ( al fi a lo d Other conclusions: u Group Size • Odd number groups do better than even. • Groups of 5 or 7 work well
Relationship Between Group Cohesiveness, Performance Norms, and Productivity
Group Processes
Group Tasks Ø 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. *Consider: What is the task? Simple or complex?
Group Decision Making Ø Strengths – More complete information – Increased diversity of views – Higher quality of decisions – Increased acceptance of solutions Ø Weaknesses – More time consuming – Increased pressure to conform – Domination by one or a few members – Ambiguous responsibility
Group Decision Making (cont’d)
Summary & Implications for Managers Performance: Ø Structural factors show a relationship to performance. Ø There is a positive relationship between role perception and an employee’s performance evaluation. Ø Norms control group member behavior by establishing standards of right and wrong. Ø Status inequities create frustration and can adversely influence productivity. Ø The impact of size on a group’s performance depends upon the type of task in which the group is engaged. Satisfaction: Ø Most people prefer to communicate with others at their own status level or a higher one. Ø Large groups are associated with lower satisfaction.
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