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Structure

Structure. Chapter 6 . What is group Structure?. Group structure: The complex set of relations that organizes the group Norms Roles Intermember relations Emergent (self-organizing) and/or deliberately designed. What Are Norms?.

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Structure

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  1. Structure Chapter 6

  2. What is group Structure? • Group structure: The complex set of relations that organizes the group • Norms • Roles • Intermember relations • Emergent (self-organizing) and/or deliberately designed

  3. What Are Norms? • Consensual and often implicit standards that describe what behaviors should and should not be performed in a given context. • Consensual rather than idiosyncratic • Implicit and explicit • Provides direction and motivation • Are often self-generating

  4. What Are Norms? • Prescriptive Norms – preferable, positively santioned behaviours – normal course of action (encouraged) • Proscriptive Norms - prohibited, negatively sanctioned behaviours (discouraged) • Descriptive Norms – how people typically act, feel, and think in a given situation • Injunctive Norms – how people should act, feel, and think in a given situation

  5. Norms (cont’d) • Sherif’s studies of the development of norms in groups • Convergence in actions, thoughts, and emotions occurs over time

  6. Sherif's (1936) autokinetic effect studies Judged distance a dot of light moved in a darkened room

  7. It moved about 3.5 inches Autokinetic effect: the stationary dot of light will seem to move

  8. Looks like 1 inch I’d say 2 inches 7.5 inches What if people make their judgments with others, and state estimates aloud?

  9. Person A Convergence Average distance estimates Person B Person C Group Session 1 Group Session 2 Group Session 3 Alone Conformity! Initially, they differ; but over trials, they converge

  10. X Confederate Average distance estimates Person B Person C Alone Group Session 1 Group Session 2 Group Session 3 Sherif put in a confederate in some groups who made exaggerated distance judgments others conformed

  11. Person B Person C Average distance estimates Person D Group Session 4 Group Session 1 Group Session 2 Group Session 3 New Even when the confederate was replaced, the norm remained

  12. Person C Person D Average distance estimates Person F Group Session 4 Group Session 1 Group Session 2 Group Session 3 The exaggerated norm lasted for many “generations” of replacements

  13. Sherif’s Studies of the Development of Norms in Groups - Members often internalize these consensual standards - Result: norms are self-generating and stable • Examples • Eating disorders in groups (binging, purging, excessive exercise) • Alcohol use on college campuses (Perkins and “social norm interventions”)

  14. What Are Roles? • Roles: The types of behaviors expected of individuals who occupy particular positions within the group (e.g., roles in a play) • Independent of individuals • Flexible, to an extent • Structure interaction, create patterns of action

  15. Role Differentiation • Role differentiation: The emergence and patterning of role-related actions • Task roles pertain to the work of the group • Relationship roles pertain to relations among members. • Roles tend to become specialized over time • Task and relationship role demands tend to be incompatible with one another

  16. Group Socialization • Moreland and Levine's group socialization theory • Types of Members: prospective, new, full, marginal, and former (ex-member) • Phases: investigation, socialization, maintenance, resocialization, and remembrance • Processes: recruitment/reconnaissance, accommodation/assimilation, role negotiation, tradition/reminiscence • Transition Points: entry, acceptance, divergence, exit

  17. Roles, Stress, & Well-Being • Role stress • Role Ambiguity – unclear expectations about the behaviours to be performed by an individual • Role Conflict (interrole conflict and intrarole conflict) • Role Fit – the degree of congruence between the demands of a specific role and the attitudes, values, and other characteristics of the individual who occupies the role

  18. What Are Status Networks? • Status network: Stable pattern of variations in authority and power

  19. What Are Status Networks? • Status differentiation • Competition for status (pecking orders) • Perceptions of status • Expectation-states theory: diffuse and specific status characteristics

  20. What Are Status Networks? • Status generalization: when irrelevant characteristics influence status allocation • Minorities, women, solos denied status • Online groups and the status equalization effect

  21. Generations Differences? • Changing demographics • Better understand it’s impact in the workplace • Increase personal competency in communication and management • Promote teamwork

  22. Four Generations At Work • Traditionalists (born 1922-1943) • Baby Boomers (born 1943-1960) • Generation X (born 1960-1980) • Millenials (born 1980-2000)

  23. Traditionalists: Hard work Dedication & sacrifice Respect for rules Duty before pleasure Honor Boomers: Optimism Team orientation Personal gratification Involvement Personal growth Values

  24. Xers: Diversity Techno literacy Fun and informality Self-reliance Pragmatism Millenials: Optimistic Feel civic duty Confident Achievement oriented Respect for diversity Values

  25. Generational Interaction: An Example • Traditionalists and Boomers • may have a tendency not to • question or challenge • authority or the status quo. • This may cause confusion • and resentment among the • Xers and Millenials who • have been taught to speak • up.

  26. Generational Interaction: An Example • Xers and Millenials who • have had different life • experiences and • communicate with people • differently, may fail to • actively listen to Boomers • and Traditionalists • thereby missing valuable • information and guidance.

  27. Generational Feedback • Traditionalists – “No news is good news.” • Boomers – “Feedback once a year and lots of documentation.” • Xers – “Sorry to interrupt but how am I doing?” • Millenials – “Feedback whenever I want it at the push of a button.”

  28. Feedback Style and Impact • Feedback styles that may appear informative • and helpful to one generation might seem • formal and “preachy” to another. • Feedback an Xer thinks is immediate and • honest can seem hasty or even inappropriate • to other generations. • Some older generations have been told that there is • a time and place for feedback. Younger generations • haven’t necessarily been taught this “rule.”

  29. Generational Meaning of Feedback • Traditionalist seek no applause but appreciate a subtle acknowledgement that they have made a difference. • Boomers are often giving feedback to others but seldom receiving, especially positive feedback. • Xers need positive feedback to let them know they’re on the right track. • Millenials are use to praise and may mistake silence for disapproval. They need to know what they’re doing right and what they’re doing wrong.

  30. What Are Attraction Networks? • Attraction network (sociometric structure): Stable patterns of liking-disliking, acceptance-rejection, inclusion-exclusion

  31. What Are Attraction Networks? • Sociometric Differentiation– development of stronger ties between some members of the group, while a decrease in the quality of relationship between others of the group • Types of group members: stars, rejected, neglected • Features: reciprocity, transitivity, homophily (clusters) • Heider's balance theory: likes and dislikes are balanced A A A - + + - + + B C B C B C + - +

  32. What Are Attraction Networks? • What factors predict sociometric standing? • Having socially attractive qualities (e.g., cooperativeness or physical appeal) • Person-group fit

  33. What Are Communication Networks? • Communication network: formal and informal paths that define who speaks to whom most frequently

  34. What Are Communication Networks? • Types: wheel, comcon, chain, circle • Centralized vs. uncentralized

  35. What Are Communication Networks? • Network and location in the network influences many processes • Information saturation: centralized networks are most efficient unless information overload • Individuals who occupy more central positions are more influential (and more satisfied) than those located at the periphery. • Hierarchical networks and information flow: More information flows downward and unrealistically positive information flows upward

  36. 360-Degree Assessment Manager(s) Others Peers/ Colleagues YOU Customers Direct Reports Clients

  37. Advantages of 360-Degree Assessment • Objective measure of someone’s performance • Provides perspective from many different angles • Increased awareness of work related behaviors • Improves communication between self and raters • Clarifies differences of opinions • Identifies gaps in performance and recognizes areas in which the ratee can improve

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