Organizational Behavior and Management Sixth Edition lvanceyich Matteson
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved
CHAPTER 8 Group Behavior and Interpersonal fluence OUNDERSTAND that the term group can be viewed from a number of perspectives .dentifY the elements in the process of group formation and development COMPARE formal and informal groups dIscUss the reasons why people form groups dESCRIbe the stages of group formation DENTIFY Several important characteristics of group effectiveness .DISCUSS relevant criteria for group effectiveness .describe the different types of teams and the factors Important to team success
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8 C H A P T E R Group Behavior and Interpersonal Influence ⚫UNDERSTAND that the term group can be viewed from a number of perspectives. ⚫IDENTIFY the elements in the process of group formation and development. ⚫COMPARE formal and informal groups. ⚫DISCUSS the reasons why people form groups. ⚫DESCRIBE the stages of group formation. ⚫IDENTIFY several important characteristics of group effectiveness. ⚫DISCUSS relevant criteria for group effectiveness. ⚫DESCRIBE the different types of teams and the factors important to team success
8-3 Groups and Teams Group is two or more individuals interacting with each other to accomplish a common goaL. Team is a mature groups with a degree of member interdependence and motivation to achieve a common goal Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-3 Groups and Teams Group is two or more individuals interacting with each other to accomplish a common goal. Team is a mature groups with a degree of member interdependence and motivation to achieve a common goal
8-4 Common Characteristics Groups Teams wo or more who ● Members who perforn nteract specific A structure for work and o Technical interaction o Leadership ● Common goal or set of o Problem-solving goaIs o Emotional roles Megraw-Hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All rglnts reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-4 Common Characteristics ⚫ Members who perform specific ⚫ Technical ⚫ Leadership ⚫ Problem-solving ⚫ Emotional roles Groups Teams ⚫ Two or more who interact ⚫ A structure for work and interaction ⚫ Common goal or set of goals
8-5 Types of Groups Formal Groups Informal Groups Result from the demands and Result from natural groupings processes of an organization of people in work environments Designated by the organization in response to social needs as a means to an end Are important for their own C d ommand gr( oup ke e Comprises subordinates Interest groups reporting directly to a give Comprises workers coming supervisor together to achieve a mutual Task group objective Comprises employees who Friendship groups work together to complete a Comprises workers who share particular task or project something in common Megraw-Hilllarwin opyright 2002 by The McGraw-Hill Companies, Inc. Allrights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-5 Types of Groups Formal Groups ⚫ Result from the demands and processes of an organization ⚫ Designated by the organization as a means to an end ⚫ Command group ⚫ Comprises subordinates reporting directly to a give supervisor ⚫ Task group ⚫ Comprises employees who work together to complete a particular task or project Informal Groups ⚫ Result from natural groupings of people in work environments in response to social needs ⚫ Are important for their own sake ⚫ Interest groups ⚫ Comprises workers coming together to achieve a mutual objective ⚫ Friendship groups ⚫ Comprises workers who share something in common
8-6 Why People Form Groups Need satisfaction Proximity Social needs Physical distance between e Groups may facilitate the need employees performing a job for personal interaction Attraction Security Needs Perceptual, attitudinal Groups may create a buffer performance, or motivational between employees and the similarity organization Group Goals Esteem Needs Identifying with group objectives Groups may afford a higher- status or level of prestige Economic Benefits beyond that which an Gaining bargaining strength individual might attain through membership Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-6 Need Satisfaction ⚫ Social Needs ⚫ Groups may facilitate the need for personal interaction ⚫ Security Needs ⚫ Groups may create a “buffer” between employees and the organization ⚫ Esteem Needs ⚫ Groups may afford a higherstatus or level of prestige beyond that which an individual might attain Why People Form Groups Proximity ⚫ Physical distance between employees performing a job Attraction ⚫ Perceptual, attitudinal, performance, or motivational similarity Group Goals ⚫ Identifying with group objectives Economic Benefits ⚫ Gaining bargaining strength through membership
8-7 Stages of Group Development Forming Storming Norming Performing Adjourning Uncertainty Marked by Marked by· Stage where· Involves the about th conflict cooperation the group is termination purpose emotionally d of group structure and Intense stage collaboration functional activities leadership disbandment Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-7 ⚫ Uncertainty about the purpose, structure and leadership Forming Stages of Group Development ⚫ Marked by conflict ⚫ Emotionally intense stage Storming ⚫ Marked by cooperation and collaboration Norming ⚫ Stage where the group is fully functional Performing ⚫ Involves the termination of group activities; disbandment Adjourning
8-8 Characteristics of Groups Group Composition: The extent to which group members are alike Homogeneous groups o Groups share a number of similar characteristics Demographics, personality, skills, abilities, or work experience o Can influence a number of other group characteristics Heterogeneous Groups Groups who share few or no similar characteristics Related to the extent of diversity in an organization s workforce Can also influence a number of other group characteristics Mcgraw-hillarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-8 Characteristics of Groups Group Composition: The extent to which group members are alike. Heterogeneous Groups ⚫Groups who share few or no similar characteristics ⚫Related to the extent of diversity in an organization’s workforce ⚫Can also influence a number of other group characteristics Homogeneous Groups ⚫Groups share a number of similar characteristics ⚫Demographics, personality, skills, abilities, or work experience ⚫Can influence a number of other group characteristics
8-9 Characteristics of Groups Status Hierarchy. the extent to which group members are assigned differing preferences or rank. Assigned to particular positions based on .Rank in organization Job seniority Other factors unrelated to hierarchy like A o Assignment Deference paid to those highest in organization may have unintended possibly undesirable, consequences Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-9 Characteristics of Groups Status Hierarchy: the extent to which group members are assigned differing preferences or rank. Assigned to particular positions based on ⚫Rank in organization ⚫Job seniority ⚫Other factors unrelated to hierarchy like ⚫Age ⚫Assignment Deference paid to those highest in organization may have unintended, possibly undesirable, consequences
Characteristics of Groups Roles: A set of expectations for behavior Expected roles Behavior expected of the occupant of a particular Perceived roles e Behavior a person believes he or she should enact Enacted roles Behavior a person actually carries out Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. Allrgnits reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 8-10 Characteristics of Groups Roles: A set of expectations for behavior. Expected Roles ⚫ Behavior expected of the occupant of a particular position Perceived Roles ⚫ Behavior a person believes he or she should enact Enacted Roles ⚫ Behavior a person actually carries out