HRM 601 Organizational Behavior

1. HRM 601 Organizational Behavior Session 7 Group Processes In Organizations

2. Types of Groups • Formal Groups • Command group : formal group determined by structure • Task group: formal group organized for a specific task • Committees: handles problems outside of regular assignments • Informal groups • Social groups: people who enjoy each other’s company (chat groups) • Interest groups: groups that develop informally around a common interest (news groups, listserv members)

3. Characteristics of Groups • Size • small groups: good communication, satisfaction • large groups: can specialize; coordination, communication problems • Composition • homogenous groups: qualities in common • heterogeneous groups: few qualities in common • Status

4. Attraction to Groups • Social and emotional needs • social affirmation • recognition • security • prestige • Instrumental function • goal achievement

5. Cohesiveness Mutual attractiveness of a group to its members Causes 1. member similarity 4. isolation 2. group size 5. competition 3. high entrance 6. shared standards success Cohesiveness

6. Outcomes of Cohesiveness Group goals support the organization Group goals undermine the organization 1. Communication detracts from work 2. Conformity restricts productivity 3. Goals support group at expense of organization 1. Increased activity & communication 2. Conformity to norms 3. Goal achieve -ment 4. Satisfaction Cohesiveness

7. Disadvantages to Cohesiveness • Changing course of action is difficult due to high levels of commitment • Socialization can detract from work issues and productivity • Group goals can replace organizational goals

8. Turning the Group Around • Build a record of success • Build the vision • Build a sense of team feeling • Create a competitive edge • Take the group on a retreat

9. NORMS • Defined -- Agreed upon and often informal rules that guide group members behavior • Formal norms --More important to continuity of the organization, written codes of conduct • Informal -- Implicit but unwritten • Agreed upon -- Continuing consensus among group members

10. DIMENSIONS OF NORMS • Behavioral -- Specifies what to do, when to do it and how much is appropriate • Evaluative -- Specifies approval or disapproval by the group. The group sanctions (positive and negative) can be explicit or implicit

11. CHARACTERISTICS OF NORMS • Range of tolerated behaviors -- approved behavior is actually over a range that deviates from the prototype of the norm • Intensity -- Strength of approval -- disapproval. Some norms have sharp approval and disapproval, others are mild. • Crystallization -- Group consensus

12. TYPICAL ORGANIZATIONAL NORMS • Performance norms • Dress norms • Reward allocation norms • Commitment norms

13. NORM DEVELOPMENT • Precedents over time • Transfers from other situations • Critical events • Explicit rules

14. ROLES • Defined -- Group position that has a set of expected behaviors • Formal role -- job description • Informal role -- what your work group expects of you beyond job description, what you add on your own • Role taking makes organizational life orderly and predictable

15. ROLE CHARACTERISTICS • Role expectations -- behavior expected of someone in a particular position • Role incumbent -- the person currently filling the position. Incumbent can shrink or expand role to a certain point. • Role ambiguity -- unclear expectations about role behavior. Creates confusion for the incumbent

16. ROLE CHARACTERISTICS, CONT. • Role conflict -- conflicting role demands • Sender conflict • Inter-role conflict • Person-role conflict

17. TYPICAL ORGANIZATIONAL ROLES • Task specialist -- Person who because of experience, skill, or knowledge has edge in task competency • Maintenance specialist -- human relations guru

18. GROUP PROCESS MODEL Potential Performance Process Gains - + Actual Group Performance Process Losses =

19. PROCESS GAINS • New ways to motivate workers • New technologies • Information systems that improve coordination & communication • Addition of information, ideas, direction, opinion • Improved leadership

20. PROCESS LOSSES • Coordination problems • Communication problems • Motivation problems • Lack of information, ideas, direction, opinion • Problematic leadership

21. SOCIAL FACILITATION Presence of others Arousal Impaired if task is not familiar or is very difficult Improved if task is familiar or is very easy Performance level

22. SOCIAL LOAFING • Tendency of individual to exert less effort when working in groups • Six people doing a task is not 6 times faster than one person

23. CONFORMITY • Conformity — Yielding to the group by changing behavior or attitude to match the group's. Conformity includes yielding because of private acceptance or because of compliance • Compliance — Conformity to a group norm to obtain group rewards and avoid costs

24. POWER OF NORMS • Informational power -- provide information as to what is appropriate and correct in an ambiguous or a new situation. • Reward and punitive power -- adherence to group norms provides social approval and diminishes effort. Violation of norm brings social disapproval

25. ASCH CONFORMITY TASK STANDARD LINE COMPARISON LINES A C B

26. FACTORS THAT INFLUENCE CONFORMITY • Group size • Unanimity of opinion • Group status, attractiveness • Support for non-conformity • Competence

27. HIGH PERFORMANCE TEAMS • The members: Build teams with regard to skills and experience needed and Do not place someone on a team who is resistant • The situation: Clarify goals and then Train and train again • Rewards: Use appropriate performance measures and Link individual rewards to team performance • Group influence: Encourage communication, cooperation, and participation