ORGANIZATIONAL BEHAVIOR
FOUNDATION OF GROUP BEHAVIOR
Instructor: Pham Thi Bich Ngoc, PhD
Objectives
1. What is a group? 2. Types of groups 3. Stages of group development 4. Identify the key factors in explaining group behavior.
Role Norms Group cohesiveness Group size Group composition Status
1. Group decision making
Defining and Classifying Groups
Defining and Classifying Groups (contd)
Why People Join Groups
To do tasks of an organization: To satisfy individual need:
Security, protection for its membership Status Self-esteem Affiliation Power Goal Achievement
certain task can be performed only through the combined efforts of a number of individuals working together
Stages of Group Development
Stages of Group Development
Stages of Group Development (contd)
Group Behavior Model
External Conditions Imposed on the Group
Imposed Conditions:: Imposed Conditions
Organizations overall strategy Organizations overall strategy Authority structures Authority structures Formal regulations Formal regulations Resource constraints Resource constraints Performance and evaluation system Performance and evaluation system Organizations culture Organizations culture Physical work setting Physical work setting
Group Member Resources
Knowledge, Skills, and Abilities
Interpersonal skills
Conflict management and resolution Collaborative problem solving Communication
Personality Characteristics
Sociability Initiative Openness Flexibility
Group Structure - Roles
Group Structure - Roles (contd)
Group Structure - Roles (contd)
We are required to play number of roles and our behavior varies with the role we are playing. Individual is able to switch from one role to another. Role conflict may occur when individual finds that compliance with one role requirement may make more difficult the compliance with another.
Group Structure - Roles (contd)
Role Des
Plant Resource investigator Coordinator Shaper MonitorEvaluator Team worker Implementer Completer Specialist
Role Contribution
Creative, imaginative, solves difficult problems Extrovert, enthusiastic, communicative. Explore opportunities. Develops contacts Mature, confident, a good chairperson. Clarifies goals, promotes decision-making. Delegates well
Allowable weaknesses
Ignores details. Too preoccupied to communicate effectively Over-optimistic. Loses interest once initial enthusiasm has passed Can be seen as manipulative. Delegates personal work
Challenging, dynamic, thrives on pressure. Has the Can provoke others. Hurts peoples drive and courage to overcome obstacles feeling Strategic, see all options. Judges accurately Cooperative, mild, perceptive and diplomatic. Listens, builds, averts friction Disciplines, reliable, conservative, efficient. Turns ideas into practical actions Paintaking, conscientious, anxious. Single-minded, self-sharing, dedicated. Provides knowledge and skills in rare supply Lacks drive and ability to inspire others. Indecisive in crunch siuations. Can be easily influenced Somewhat inflexible. Slow to respond to new possibilities Reluctant to delegate Contributes on only a narrow front. Overlooks the big picture
Group Structure - Norms
Is an assumption or expectation held by group members concerning what kind of behavior is: - Right or wrong - Good or bad - Allowed or not allowed - Appropriate or not appropriate
Group Structure The Value of Norms
Support
group identity
Increases the predictability of group members behaviors Provide standards, enables the group to evaluate and control group behavior Reduce embarrassing interpersonal problems for group members
Group Structure How do norms develop?
Most
norms develop in one or more of the
following ways: Explicit statement made by a group member
Critical events in the group history Primacy Carry-over behaviors from past situations
Group Structure - Norms (contd)
Group Structure - Status
Group Norms
Group Member Status Status Equity
Group Structure - Size
Performance
Ex p
ct A
o et u (d al u
a lo
ec
) ng fi
te
Other conclusions: Other conclusions:
Odd number groups do Odd number groups do better than even. better than even. Groups of 77or 99perform Groups of or perform better overall than larger better overall than larger or smaller groups. or smaller groups.
Group Size
Group size is the number of members of the group
Group Structure Composition
Group composition is the degree of similarity or difference among group members in terms of gender, background, skills, etc.
Group Structure Composition
A homogeneous group is more useful for: A heterogeneous group is more useful for:
Simple tasks Sequential tasks Tasks that require cooperation Tasks that must be done quickly
Complex tasks Collective tasks Tasks that require creativity Tasks that need not to be done quickly
Group Structure Cohesiveness
Group cohesiveness is important because it has been found to be related to the groups productivity
Relationship Between Group Cohesiveness, Goals, and Productivity
Group goals congruent with organizational goals
High
y i v t c udo P t i r
Low Low Group cohesiveness High
Group goals NOT congruent with organizational goals
Group Structure - Cohesiveness
MEMBERSHIP Size of group Compatibility of members Permanence of group member WORK ENVIRONMENT Nature of the task Physical setting Communications Technology
GROUP COHESIVENESS
ORGANIZATIONAL Management and leadership External threat Success
Group Structure - Cohesiveness
How to increase group cohesiveness?
Group Processes
Group processes is the communication patterns used by members for information exchanges, group decision processes, leader behavior
Group Processes
Group Tasks
Large groups facilitate the pooling of information about complex tasks. Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.
Group Decision Making
Strengths
More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions
Weaknesses
More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility
Groupthink
Groupthink is phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action
Groupthink is a mode of thinking that occurs when members of a group are deeply involved in a cohesive ingroup, and desire for unanimity offsets their motivation to appraise alternative courses of action.
Symptoms of Groupthink
Group members rationalize any resistance to the assumptions they have made Members apply direct pressures on those who express doubts about any of the groups shared views or who question the validity of arguments supporting the alternative favored by the majority. Those members who have doubts avoid deviating from what appears to be group consensus by keeping silent There appears to be an illusions of unanimity. Silence is seen as agreement
Group Decision-Making Techniques: common forms
Evaluating Group Effectiveness
