Chapter 8: Foundations of Group Behavior

1. Chapter 8: Foundations of Group Behavior

2. The Five Stage Model of Group Development

3. Stages of Group Development (cont’d)

4. The Punctuated-Equilibrium Model

5. Group Behavior Model: External Conditions • Imposed Conditions: • Organization’s overall strategy • Authority structures • Formal regulations • Resource constraints • Selection process • Performance and evaluation system • Organization’s culture • Physical work setting

6. Group Member Resources • Knowledge, Skills, and Abilities • Interpersonal skills • Conflict management and resolution • Collaborative problem solving • Communication • Personality Characteristics • Sociability • Initiative • Openness • Flexibility

7. Group Structure - Roles (cont’d)

8. Group Structure - Norms

9. Examples of Cards Used in Asch’s Study

10. Relationship Between Group Cohesiveness, Performance Norms, and Productivity

11. Group Processes

12. Group Tasks – When to use large or small groups? • 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?

13. Strengths: Group More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions Weaknesses: Group More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility Group vs. Individual Decision Making

14. Group Decision Making (cont’d)

15. Summary & Implications for Managers Performance: • Structural factors show a relationship to performance. • There is a positive relationship between role perception and an employee’s performance evaluation. • Norms control group member behavior by establishing standards of right and wrong. • Status inequities create frustration and can adversely influence productivity. • The impact of size on a group’s performance depends upon the type of task in which the group is engaged. Satisfaction: • Most people prefer to communicate with others at their own status level or a higher one. • Large groups are associated with lower satisfaction.

16. Chapter 9: Why Have “Teams” Become So Popular? • Teams typically outperform individuals when the tasks being done require multiple skills, judgment and experience. • Teams use employee talents better. • Teams are more flexible and responsive to changes in the environment. • Teams facilitate employee involvement. • Teams are an effective way to democratize an organization and increase motivation.

17. Work Groups vs. Work Teams

18. Four Types of Teams • Problem-solving teams - usually 5-12 members from same department meeting to improve quality, efficiency and work environment • Self-managed work teams - usually 10-15 members who take on responsibilities usually associated with management • Cross-functional teams - members come together from different work areas or departments to accomplish a task • Virtual teams – use on-line technology to tie together members in different geographic areas. They are made up of physically dispersed employees who use computer technology to achieve a common goal.

19. Beware: Teams Aren’t Always the Answer!! • Ask these questions to see if a team fits the situation: • Can the work be done better using more than 1 person? • Is the work complex and is there a need for different perspectives? • Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? • Are members of the group involved in interdependent tasks? Ex) Team vs. Group: Sacramento State women’s basketball team vs. the women’s track team…

20. Creating Effective Teams

21. Turning Individuals Into Team Players • The Challenges • Overcoming individual resistance to team membership. • Countering the influence of individualistic cultures. • Introducing teams in an organization that has historically valued individual achievement. • Shaping Team Players • Selecting employees who can fulfill their team roles. • Training employees to become team players. • Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions. So… would you rather work on your own or in a team? Why? Why not?

22. So….why are teams “great”? • Why are teams “great”? • Increased employee motivation. • Higher levels of productivity. • Increased employee satisfaction. • Common commitment to goals. • Improved communication. • Expanded job skills. • Organizational flexibility.

23. Summary: So…why are teams “not so great”? • “Myth”: Mature teams are task oriented and have successfully minimized the negative influences of other group forces.(What about apathy? Infighting?) • Individual, group, and organizational goals can all be integrated into common team goals. (What about competition? Stress? Frustration? Individualistic personality traits?) • Participative or shared leadership is always effective.(Some people need leadership!) • The team environment drives out the subversive forces of politics, power, and conflict that divert groups from efficiently doing their work.(What about special deals? Favoritism? Enemies? Teams can't stop this!)