Chapter 5

Foundations of Group Behaviour

Chapter Outline

   

Defining Groups Stages of Group Development What Makes Groups Work (or Not Work)? Can We Build a Better Working Group?

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Foundations of Group Behaviour

Questions for Consideration

What are the stages of group development?  What makes groups work (or not work)?  How do we build a better work group?


Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Defining Groups


Groups
two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-1 Why Do People Join Groups?



Security
By joining a group, individuals can reduce the insecurity of standing alone. People feel stronger, have fewer selfdoubts, and are more resistant to threats when they are part of a group.

Status
Inclusion in a group that is viewed as important by others provides recognition and status for its members.

Self-Esteem
Groups can provide people with feelings of self-worth. That is, in addition to conveying status to those outside the group, membership can also give increased feelings of worth to the group members themselves.

Affiliation
Groups can fulfill social needs. People enjoy the regular interaction that comes with group membership. For many people, these interactions are their primary way of satisfying their needs for affiliation.

Power
What cannot be achieved individually often becomes possible through group action. There is power in numbers.

Goal Achievement
There are times when it takes more than one person to accomplish a particular task; there is a need to pool talents, knowledge, or power in order to complete a job.

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-2 Stages of Group Development

Prestage 1 Stage I Forming

Stage II Storming

Stage III Norming

Stage IV Performing

Stage V Adjourning

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Stages of Group Development



Forming
The first stage in group development, characterized by much uncertainty

Storming
The second stage in group development, characterized by intragroup conflict

Norming
The third stage in group development, characterized by close relationships and cohesiveness

Performing
The fourth stage in group development, when the group is fully functional

Adjourning
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-3 The PunctuatedEquilibrium Model

(High)

Performance

First Meeting Phase 1

Phase 2 Completion Transition

(Low) A

(A+B)/2

Time
Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-4 Group Behaviour Model

Group member resources External conditions imposed on the group Group Structure Group Process

Group Task

Performance and satisfaction

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Effects of the Workplace



 

Groups are a subset of a larger workplace consisting of the following: Organization Strategy Organizational Infrastructure
Leadership Rules Resources Evaluation and Rewards

Organizational Culture

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Group Member Resources



Knowledge, Skills and Abilities set the parameters for what members can do and how effectively they will perform in a group Personality Characteristics - the magnitude of the effect of any single characteristic is small, but taking personality characteristics together, the consequences for group behaviour are of major significance.

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Group Structure


Groups are not unorganized mobs. They have a structure that shapes the behaviour of members.
Formal Leadership Roles Norms Status Size Composition Cohesiveness

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Roles


A role is a set of expected behaviour patterns attributed to someone occupying a given position in a social unit.
Role Identity: Certain attitudes and behaviours consistent with a role Role Perception: An individual s view of how he or she is supposed to act in a given situation Role Expectations: How others believe a person should act in a given situation


Psychological Contract: Unwritten agreement that sets out what management expects from the employee, and vice versa.

Role Conflict: A situation in which an individual is confronted by divergent role expectations

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Roles in Groups


Task-oriented roles
Roles performed by group members to ensure that the tasks of the group are accomplished

Maintenance roles
Roles performed by group members to maintain good relations within the group

Individual roles
Roles performed by group members that are not productive for keeping the group on task

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-5 Task-oriented Roles

Initiating Stating the goal or problem, making proposals about how to work on it, setting time limits Asking group members for specific factual information related to the task or problem Sharing information or opinions related to the task or problems Helping one another understand ideas and suggestions that come up in the group Building on one another s ideas and suggestions Reviewing the points covered by the group and the different ideas stated so that decisions can be based on full information Periodic testing about whether the group is nearing a decision or needs to continue discussion

Seeking information and opinions

Providing information and opinions Clarifying

Elaborating

Summarizing

Consensus Testing

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-5 Maintenance-oriented Roles

Harmonizing Mediating conflict among other members, reconciling disagreements, relieving tensions Admitting error at times of group conflict Making sure all members have a chance to express their ideas and feelings and preventing members from being interrupted Helping a group member make his or her point. Establishing a climate of acceptance in the group.

Compromising

Gatekeeping

Encouraging

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Norms


Acceptable standards of behaviour within a group that are shared by the group s members

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

How Norms Develop

   

Explicit statements Critical events Initial patterns of behaviour Carry-over behaviour

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Why Norms Are Enforced

    

Facilitate group survival Make behaviour predictable Minimize embarrassment Express central values Clarify the group s identity

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Norms: Positive
  

Regulates individual behaviour Makes behaviour predictable When oriented toward company goals, usually get effective group performance

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Norms: Negative
  

Loss of individuality and initiative Establishment of only moderate levels of performance If norms in conflict with company goals, probable drop in group performance will result

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Status


A socially defined position or rank given to groups or group members by others

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Group Size


Research Evidence
smaller groups faster at completing tasks when problem-solving, larger groups do better larger groups result in more social loafing


the tendency for individuals to expend less effort when working collectively than when working individually

groups with an odd number of members preferable (to avoid ties) groups of between 5 and 7 tend to combine the best elements of small and large groups
Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Group Composition


Impact of diverse groups:

diversity in personality age, gender and experience promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making cultural diversity in groups initially leads to more difficulty in building cohesion, gaining satisfaction, being productive


problems pass with time (certainly by three months) culturally diverse groups bring more viewpoints out

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Cohesiveness


Degree to which group members are attracted to each other and are motivated to stay in the group

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-6 Relationship Between Group Cohesiveness, Performance Norms, and Productivity

Performance Norms

Cohesiveness High High Low High productivity Low productivity Low Moderate productivity Moderate to low productivity

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Exhibit 5-7 Effects of Group Processes

Potential group effectiveness Process gains Process losses

+ =

Actual group effectiveness

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Understanding Group Processes



Group processes can impact effectiveness

Synergy: An action of two or more substances that results in an effect that is different from the individual summation of the substances. Social facilitation effect: The tendency for performance to improve or decline in response to the presence of others.

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Building Better Working Groups

  

Assigning Appropriate Tasks Providing Organizational Support Building Group Cohesiveness

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Assigning Appropriate Tasks



The group task is a whole and meaningful piece of work, with a visible outcome The outcomes of the group s work on the task have significant consequences for other people The task provides group members with substantial autonomy for deciding about how they do the work Work on the task generates regular, trustworthy feedback about how well the group is performing

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Providing Organizational Support

     

Assign Appropriate People to the Group Provide Appropriate Group Training Provide Adequate and Timely Information Give Challenging, Specific Performance Objectives Give Rewards for Excellent Performance Direct Rewards and Objectives to the Group Level

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Building Group Cohesiveness

           

Clear Purpose Participation Civilized Disagreement Open Communications Listening Informal Climate Consensus Decisions Clear Roles and Work Assignments Shared Leadership Style Diversity External Relationships Self-assessment

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Selecting Organizational Members

  

Interview Written Tests Performance Simulation Tests

work sampling assessment centres

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Summary and Implications



Performance
Work groups are part of a larger organization and can provide a favorable or unfavorable climate for operations. 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 behaviour by establishing standards of right and wrong. Status inequities create frustration and can adversely influence productivity. The impact of size on a group s performance depends upon the type of task in which the group is engaged. A group s demographic composition is a key determinant of individual turnover.

Satisfaction
Most people prefer to communicate with others at their own status level or a higher one. Large groups are associated with lower satisfaction.

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON

Conducting a Group Meeting

            

Follow these 12 steps to more efficient and effective meetings: Prepare a meeting agenda. Distribute the agenda in advance. Consult with participants before the meeting. Get participants to go over the agenda. Establish specific time parameters. Maintain focused discussion. Encourage and support participation of all members. Maintain a balanced style. Encourage the clash of ideas. Discourage the clash of personalities. Be an effective listener. Bring proper closure.

Chapter 5, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, 2nd ed. 2001 Prentice-Hall Canada Inc., Scarborough, ON