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Group Dynamics
Groups: ?
Groups
Two or more individuals, interacting and
interdependent, who have a stable relationship, a
common goal, and perceive themselves to be a
group
Types of Groups
Informal groups: a collection of people seeking
friendship and acceptance that satisfies esteem
needs.
Formal groups: a collection of people created to
do something productive that contributes to the
success of the larger organization.
Types of Groups
Formal Groups
Task
Command
Informal Groups
Interest
Friendship
Exhibit 5-4
Stages of Group Development
(High)
Performance
Phase 2
Completion
First
Meeting
Transition
Phase 1
(Low)
A (A+B)/2 B
Time
Explaining Work-Group Behavior
External Conditions Imposed on
Group
Group Member Resources
Group Structure
Group Processes
Group Task
Performance and Satisfaction
External Conditions Imposed on
Group
Organization Overall Strategy
Authority Structure
Formal Regulations
Performance evaluation and reward
system
Organization culture
Physical work setting
Group Member Resources
Knowledge
Skills
Abilities
Personal Characteristics
Group Structure
Formal Leadership
Roles
Norms
Status
Size
Composition
Cohesiveness
Roles
A role is a set of expected behaviour
patterns associated with someone
occupying a given position in a social
unit.
Role Identity: Certain attitudes and
behaviours consistent with a role
Role Perception: An individual’s view of
how he or she is supposed to act in a
given situation
Roles
Role Expectations: How others believe a
person should act in a given situation
Psychological Contract: Unwritten
agreement that sets out what management
expects from the employee, and vice versa.
Role Conflict: A situation in which an
individual is confronted by divergent role
expectations
Norms
Acceptable standards of behaviour
within a group that are shared by the
group’s members
What Norms Cover
Performance
How hard to work, what kind of quality, levels of
tardiness
Appearance
Personal dress, when to look busy, when to
"goof off," how to show loyalty
Social arrangement
How team members interact
Allocation of resources
Pay, assignments, allocation of tools and
equipment
How Norms Develop
Explicit statements
Critical events
Initial patterns of behaviour
Carry-over behaviour
04/14/11
Why Norms Are Enforced
Facilitate group survival
Make behaviour predictable
Minimize embarrassment
Express central values
Clarify the group’s identity
04/14/11
Conformity
Adjusting your behaviour to align with
the norms of the group
People conform to reference groups
Important groups to which individuals
belong or hope to belong
Deviant Workplace Behaviour
Antisocial actions by organizational
members that intentionally violate
established norms and that result in
negative consequences for the
organization, its members, or both.
Exhibit 5-3
Deviant Workplace Behaviour
Category Examples
Production Leaving early
Intentionally working slowly
Wasting resources
Property Sabotage
Lying about hours worked
Stealing from the organization
04/14/11
Exhibit 5-9 Relationship Between Group
Cohesiveness, Performance Norms, and
Productivity
Cohesiveness
Performance Norms
High Moderate
High
productivity productivity
Low Moderate to
Low
productivity low productivity
Group Processes
Synergy
Social facilitation effect- The tendency
for performance to improve or decline
in response to the presence of others
Group Task
If task is complex then it need
diverse views, skills and ideas
therefore group discussion required
If task is simple and repetitive than
people can better work on it
independently.
Exhibit 5-10 Advantages and
Disadvantages of Diversity
Advantages Disadvantages
Multiple perspectives Ambiguity
Greater openness to Complexity
new ideas Confusion
Multiple Miscommunication
interpretations Difficulty in reaching a
Increased creativity single agreement
Increased flexibility Difficulty in agreeing
Increased problem- on specific actions
solving skills
Group Decision Making
Strength of group decision making
More complete information and
knowledge
Diversity of views
High quality decisions
Weakness of group decision making
Time Consuming and Conformity
Effectiveness and efficiency
Group Decision Making
Strengths of Group Decision
Making
Generates more complete information and
knowledge
Offers increased diversity of views
Generates higher-quality decisions
Leads to increased acceptance of a solution
Weaknesses of Group
Decision Making
More time consuming