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Chapter 8 Foundations of Group Behavior

Chapter 8 Foundations of Group Behavior. Groups: Formal & Informal. The Five-Stage Model of Group Development. 1) Forming - 2) Storming 3) Norming 4) Performing 5) Adjourning. 5 Stage Model (continued). The Punctuated-Equilibrium Model. Group Structure - Roles.

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Chapter 8 Foundations of Group Behavior

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  1. Chapter 8 Foundations of Group Behavior

  2. Groups: Formal & Informal

  3. The Five-Stage Model of Group Development 1) Forming - 2) Storming 3) Norming 4) Performing 5) Adjourning

  4. 5 Stage Model (continued)

  5. The Punctuated-Equilibrium Model

  6. Group Structure - Roles

  7. Group Structure - Roles (cont’d)

  8. Roles “Gone Bad” • Stanford Prison Study (1973) • Do “normal” people “change” when they are placed in a certain role? • Do we act out the expected roles in a situation?

  9. Group Structure - Norms Classes of Norms: Performance norms* are key

  10. Conformity: Asch Studies Which line is the same length as “X”?

  11. What’s the “best” size of a group? • Smaller groups = faster task completion • Larger groups = better problem solvers • Larger groups may have more “social loafers” • Groups of 5 or 7 (odd #) tend to show to best elements of both small and large groups • Question: Should groups always strive for cohesiveness? What do you think?

  12. Performance & Cohesiveness

  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 Think & Group Shift

  15. Group Decision Making Techniques • Interacting group = a “typical” group meeting with face to face to discussion and communication • Brainstorming = Idea generation & no criticism • Nominal group technique = restrict discussion and allow pre-written ideas to be voiced • Electronic meeting = communicating anonymously via a “chat room” or “message board” type environment (not very efficient)

  16. 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. • The impact of size on a group’s performance depends upon the type of task in which the group is engaged.

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