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2007 Prentice Hall Inc. All rights reserved.

2007 Prentice Hall Inc. All rights reserved.. Defining and Classifying Groups. . Group(s)Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.. Formal GroupA designated work group defined by the organization's structure.. Informal Group

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2007 Prentice Hall Inc. All rights reserved.

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    1. © 2007 Prentice Hall Inc. All rights reserved.

    2. © 2007 Prentice Hall Inc. All rights reserved. Defining and Classifying Groups

    3. © 2007 Prentice Hall Inc. All rights reserved. Defining and Classifying Groups (cont’d)

    4. © 2007 Prentice Hall Inc. All rights reserved. Why People Join Groups

    5. © 2007 Prentice Hall Inc. All rights reserved. The Five-Stage Model of Group Development

    6. © 2007 Prentice Hall Inc. All rights reserved. …Group Development (cont’d)

    7. © 2007 Prentice Hall Inc. All rights reserved. Stages of Group Development

    8. © 2007 Prentice Hall Inc. All rights reserved. An Alternative Model: Temporary Groups with Deadlines

    9. © 2007 Prentice Hall Inc. All rights reserved. The Punctuated-Equilibrium Model

    10. © 2007 Prentice Hall Inc. All rights reserved. Group Properties Roles Norms Status Size Cohesiveness

    11. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Roles

    12. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Roles (cont’d)

    13. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Norms

    14. © 2007 Prentice Hall Inc. All rights reserved. Group Norms & The Hawthorne Studies A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago between 1924 and 1932. Research Conclusions: Worker behavior and sentiments were closely related. Group influences (norms) were significant in affecting individual behavior. Group standards (norms) were highly effective in establishing individual worker output. Money was less a factor in determining worker output than were group standards, sentiments, and security.

    15. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Norms (cont’d)

    16. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Norms (cont’d)

    17. © 2007 Prentice Hall Inc. All rights reserved. Typology of Deviant Workplace Behavior

    18. © 2007 Prentice Hall Inc. All rights reserved.

    19. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Status

    20. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Size

    21. © 2007 Prentice Hall Inc. All rights reserved. Group Properties - Cohesiveness

    22. © 2007 Prentice Hall Inc. All rights reserved. Relationship Between Group Cohesiveness, Performance Norms, and Productivity

    23. © 2007 Prentice Hall Inc. All rights reserved.

    24. © 2007 Prentice Hall Inc. All rights reserved. Group Decision Making 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. Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

    25. © 2007 Prentice Hall Inc. All rights reserved. Group Decision Making (cont’d) Strengths More complete information Increased diversity of views Higher quality of decisions (more accuracy) Increased acceptance of solutions Weaknesses More time consuming (slower) Increased pressure to conform Domination by one or a few members Ambiguous responsibility

    26. © 2007 Prentice Hall Inc. All rights reserved. Group Decision Making (cont’d)

    27. © 2007 Prentice Hall Inc. All rights reserved. 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 who question the alternative favored by the majority. Members who have doubts or differing points of view keep silent about misgivings. There appears to be an illusion of unanimity.

    28. © 2007 Prentice Hall Inc. All rights reserved. Group Decision-Making Techniques

    29. © 2007 Prentice Hall Inc. All rights reserved. Group Decision-Making Techniques

    30. © 2007 Prentice Hall Inc. All rights reserved. Evaluating Group Effectiveness

    31. © 2007 Prentice Hall Inc. All rights reserved. True or False: The Punctuated Equilibrium Model suggests that groups have an equilibrium, but that equilibrium will be punctuated at the half-way point. But, after the punctuation, the group will return to the equilibrium it had prior to the punctuation.

    32. © 2007 Prentice Hall Inc. All rights reserved. List 2 drawbacks of brainstorming and 2 plusses of the Nominal Group Decision Making Technique. Compare your answers with your neighbor, and discuss which one you would use for a group project in this class and why.

    33. © 2007 Prentice Hall Inc. All rights reserved. Lorraine is a non-traditional student (she’s 51 years old) and is working in a group for a class project. They keep turning to her for the answers to questions. Which of the following might the group have that is driving Lorraine’s experience?

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