Foundations of Group Behavior
Organizational Behavior
Hankuk University of Foreign Studies
Patrick Nadig
Foundations of Group Behavior
Agenda
Groups
Definition, theories, stages of
group development
Decision-Making Techniques
Interacting groups,
brainstorming, nominal group
technique
Group Properties
Conclusion
Roles, Norms, Status, Size,
Cohesiveness, Diversity
Group Decision Making
Strengths & Weaknesses,
Groupthink, Groupshift
Q&A
Foundations of Group Behavior
Group
Interaction/Independent
Formal
Groups defined by an organization’s structure
Informal
Groups that are formed for social contact
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Foundations of Group Behavior
Why do people form groups ?
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Foundations of Group Behavior
Answer
•
Social identity theory : emotional reactions to failing and succeeding, Self–Esteem linked into
group performance.
•
Ingroup favortisim : Chinese ruler once said “People see what is like them as right and what is
not like them as wrong ”.
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Foundations of Group Behavior
Social Identity Characteristics.
•
•
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Similarity : Same values and characteristics, Demographic similarity  High levels of identification.
Uncertainty reduction : Members help people identify who they are and how they fit in the world.
Status : Tendency Identify themselves and build their self-esteem to link with high-status group.
•
Distinctiveness : Notice identity that shows how different they are from other groups.
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Foundations of Group Behavior
STAGES OF GROUP DEVELOPMENT
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Foundations of Group Behavior
THE PUNCTUATED-EQUILIBRIUM MODEL
•
An alternative model that temporary groups with deadlines go through that invovles transitions between inertia and activity.
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Portfolio One
ROLE
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cake sugar plum sweet
gingerbread chocolate cake
gingerbread.
SIZE
Portfolio Three
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gingerbread chocolate cake
gingerbread.
COHESIVENESS
NORMS
Portfolio Six
STATUS
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DIVERSITY
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Foundations of Group Behavior
Roles
“All the world’s a stage, and all the men and
women merely players”
William Shakespeare, 1564-1616
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Foundations of Group Behavior
Roles
Different groups enforce different role requirements on individuals :
Role Perception
Role
Expectations
Psychological
Contract
Role Conflict
•
An individual’s view of how he or she is supposed to act in a given situation. Ex.
Girls Generation
• How others believe a person should act in a given situation. Ex. Football coach
• Swiss Guy  very calm and neutral
• Unwritten agreement that sets out what management expects from an employee and vice versa. Ex.
Management fair treatment and feedback, employee good attitude and following directions
• Situation in which an individual is confronted by divergent role
expectations. Ex. Bill Gates (Job OR Family ?)
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Foundations of Group Behavior
Zimbardo’s Prison Experiment
“Prison”
“guard or
prisoner"
Authority
Roles
"The most apparent thing that I noticed was how most of the
people in this study derive their sense of identity and wellbeing from their immediate surroundings rather than from
within themselves, and that's why they broke down—just
couldn't stand the pressure—they had nothing within them to
hold up against all of this.”
Philip G. Zimbardo, The Lucifer Effect: Understanding how good people
turn evil.
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Foundations of Group Behavior
TYPES OF NORMS
1.
Performance Norm : How hard should members work ? What the level of output should be ? How to get the job done ?
1.
Appearance Norm : Dress codes, Office design.
1.
Social Arrangement Norms : Who to eat lunch with ? Forming friendship ?
1.
Resource Allocation Norms : Assignments of difficult jobs, distribution of payment or equipment.
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Foundations of Group Behavior
Norms
The Hawthrone Studies
Conformity
Reference Groups
Deviant Workplace
Behavior
Full-scale appreciation of the
The adjustment of one’s
Important groups to which
Voluntary behavior that
influence of norms on
behavior to align with the
individuals belong or hope to
violates significant
employee behavior.
norms of the group
belong and with those whose
organizational norms and, in
Relationship between
norms individuals are likely
so doing, threatens the well-
physical environment and
to conform
being of the organization or
productivity, Small group of
its members
women isolated, Effect of a
sophisticated wage incentive
plan
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Foundations of Group Behavior
Typology of Deviant Workplace Behavior
Production
Property
• Leaving early
• Sabotage
• Intentionally working
• Lying about hours
slowly
• Wasting resources
Political
• Showing favoritism
• Gossiping, spreading
rumors
worked
Typology of
Deviant
Workplace
Behavior
• Stealing from org.
Personal aggression
• Sexual harassment
• Verbal abuse
• Stealing from co.
• Blaming co-workers
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Foundations of Group Behavior
Status
A socially defined position
or rank given to groups or
groups members by
others
Definition Textbook
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Status characteristics theory
A theory that states that differences in status characteristics create
status hierarchies within groups.
1. The power a person wields over others
People who control the outcomes tend to be perceived as
high status
2. Person’s ability to contribute to a group’s goals
People who tend to be critical to the group’s success tend
to have high status
3. An individual’s personal characteristics
When someones personal characteristics (good look,
intelligence, money) are positively valued by the group
 higher status
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Foundations of Group Behavior
Status and…
Status and Norms
•
•
•
High-status often more freedom
Better able to resist conformity pressures
May improve performance to certain point
Status and Group Interaction
•
•
•
High-status tend to be more assertive group members
Speak out, criticize, state commands, interrupt
Status inhibit diversity/creativity
Status Inequity
•
•
•
Important for group members status hierarchy is fair
Large differences in status  poorer individual performance, higher intention to leave
Different status criteria
Status and Stigmatization
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•
“Stigma by association” effect
Can be negative or positive
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Foundations of Group Behavior
Size
Max Ringelman
Dozen ore more
Social loafing
Dispersion of
Responsibility
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Foundations of Group Behavior
Cohesiveness
What is it?
The degree to which group
members are attracted to
each other and are motivated
to stay in the group.
1.
Make group smaller
2.
Ecourage agreement with group goals
3.
Increase time members spend together
4.
Increase group’s status, perceived difficulty membership
5.
Stimulate competition with other groups
6.
Give rewards to group rather than to individuals
7.
Physically isolate the group
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Foundations of Group Behavior
Diversity
Surface-level diversity
Definition
Origin, race, gender
Deep-level diversity
The extent to which members of a
Attitudes, values, opinions
group are similar to, or different
from, one another.
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Foundations of Group Behavior
Diversity & Effectiveness
•
Appears to increase group conflict
•
Wilderness survival exercise
•
Organizational support and leadership might offset problems
•
Faultlines!
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Group Decision Making
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Foundations of Group Behavior
Groups versus the Individual
Strengths
• More information/knowledge
• Diversity of views
• Acceptance of a solutuion
Strengths
Weakness
Weakness
• Conformity Pressures
• Can be dominated by one or a few
• Ambiguous responsibility
Effectiveness
Efficiency
Effectiveness and Efficiency
• Depends how you define it
• Generally more accurate
• Speed individuals superior
• Creativity goes to group
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Foundations of Group Behavior
Groupthink and Groupshift
Groupthink
A phenomemon in which the
Groupshift
Groupthink
Group
Groupshift
Change between a group’s
norm for consensus overrides
decision and an individual
the realistic appraisal of
decision that a member within
alternative courses of action
the group would make
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Foundations of Group Behavior
Symptoms of Groupthink
Rationalize
resistance
Direct pressures
Avoid deviating
Illusion of
unanimity
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Foundations of Group Behavior
Group Decision-Making Techniques
Interacting groups
Nominal group
technique
No discussion during
decision- making
process, independent
thinking
Typical groups,
interact face to face
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Brainstorming
Idea-generation,
think the unusual, no
criticism
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Foundations of Group Behavior
Conclusion
1
2
3
Norms controll behavior
with standards of
wright&wrong. Moreover,
status influences
productivity and
wiillingness to remain
with an organization
Impact of size on a
group’s performance
depends on the type of
task. Cohesiveness may
influence a group’s level
of productivity
Diversity and its
negative/positive
influences. People
prefer to communicate
with their own status
level or higher
Thank you!
Kamsahamnida!
Vielen Dank!
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