Organizational Behavior: Stephen P. Robbins

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T E N T H E D I T I O N
© 2003 Prentice Hall Inc.

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OBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Differentiate between formal and informal

groups.
2. Compare two models of group development.
LEARNING
3. Explain how group interaction can be analyzed.

4. Identify the key factors in explaining group
behavior.
5. Explain how role requirements change in
different situations.

All rights reserved. 2
O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
6. Describe how norms exert influence on an

individual’s behavior.
7. Define social loafing and its effect on group
performance.
8. Identify the benefits and disadvantages of
cohesive groups.
LEARNING
9. List the strengths and weaknesses of group

decision making.
10. Contrast the effectiveness of interacting,
brainstorming, nominal and electronic meeting
groups.
Defining and Classifying Groups

Defining and Classifying Groups (cont’d)

Why People Join Groups
•Security
•Status
•Self-esteem
•Affiliation
•Power
•Goal Achievement
© 2003 Prentice Hall Inc. EXHIBIT 8-1

Stages of Group Development

Stages of Group Development (cont’d)

Stages of Group Development

An Alternative Model: For Temporary Groups
with Deadlines
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity

The Punctuated-Equilibrium Model

Group Behavior Model

External Conditions Imposed on the Group
Imposed Conditions:
• Organization’s overall strategy
• Authority structures
• Formal regulations
• Resource constraints
• Selection process
• Performance and evaluation system
• Organization’s culture
• 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
Formal Leadership
– Leadership that is imposed on the group by the
organization.
– Leaders who derive their power from the positions they
occupy in the organizational structure.
– Formal leaders may or may not also be the informal
leaders of the groups in which they function.

Group Structure - Roles (cont’d)

Group Structure - Roles (cont’d)

Group Structure - Norms
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources
norms
Group Structure - Norms (cont’d)

Group Structure - Norms (cont’d)

Examples of Cards Used in Asch’s Study

Typology of Deviant Workplace Behavior

Group Structure - Status
Group Norms
Group Member
Status Equity
Status
Culture

Group Structure - Size
Performance
)
d
g
fin
e
ct
a
lo
pe
t o
Ex
e
(du
a l Other conclusions:
tu
Ac • Odd number groups do
better than even.
Group Size • Groups of 7 or 9 perform
better overall than larger
or smaller groups.
Group Structure - Composition

Group Structure - Cohesiveness
Increasing group cohesiveness:

1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Relationship Between Group Cohesiveness,
Performance Norms, and Productivity

Group Processes

Effects of Group Processes
=
©E X 2003
HIBIT Prentice
8-8 Hall Inc.
Group Tasks
Decision-making
– 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 Weaknesses
– More complete – More time consuming
information – Increased pressure
– Increased diversity of to conform
views – Domination by one
– Higher quality of or a few members
decisions – Ambiguous
– Increased responsibility
acceptance of
solutions

Group Decision Making (cont’d)

Group Decision-Making Techniques

Evaluating Group Effectiveness

Organizational Behavior: Stephen P. Robbins

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ORGANIZATIONAL BEHAVIOR

© 2003 Prentice Hall Inc.

1. Differentiate between formal and informal

3. Explain how group interaction can be analyzed.

© 2003 Prentice Hall Inc.

6. Describe how norms exert influence on an

9. List the strengths and weaknesses of group

© 2003 Prentice Hall Inc.

© 2003 Prentice Hall Inc.

© 2003 Prentice Hall Inc. EXHIBIT 8-1

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© 2003 Prentice Hall Inc.

© 2003 Prentice Hall Inc.

© 2003 Prentice Hall Inc. EXHIBIT 8-2

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© 2003 Prentice Hall Inc.

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© 2003 Prentice Hall Inc. EXHIBIT 8-6

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Increasing group cohesiveness:

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