Impact self -esteem

Lead to f eelings of regret & envy: Dẫn đến cảm giác hối tiếc và ghen tị Consequences of Social Comparison

Behave more competitively

a bi-directional phenomenon : một hiện tượng hai chiều Direction of Social Comparison

T he perf ormance dimension has to be relevant to the self Relevance and Similarity

As the number of comparison targets increases, social comparison tends to decrease NUMBER
Social Comparison
People are more inf luenced by social comparison when the comparison is more localized
LOCAL
rather than being broad and general.
Situational f actors
Social comparison involves the proximity of a standard - such as the #1 ranking or other
PROXIMIT Y T O A ST ANDARD
qualitative threshold. One consequence of this is an increase in competitive behavior.

Social comparison can also happen between groups. T his is especially the case when
SOCIAL CAT EGORY LINES
groups come f rom dif f erent social categories versus the same social category.

T he SEM model suggests that managers may pref er sub-optimal candidates who aren’t likely to challenge their standing in the organization

Most of us live out our lives in groups, and these groups have a prof ound impact on our thoughts, f eelings, and actions.

Groups help us answer “Who am I?”

People are def ined not only by their traits, pref erences, interests, likes, and dislikes, but also by their
Identity and Membership
f riendships, social roles, f amily connections, and group memberships.

T he self is not just a “me,” but also a “we.”

to reach goals that would elude us if we remained alone. Evolutionary Advantages of Group Living

Do people perf orm more ef f ectively when alone or when part of a group? Social Facilitation in Groups
Motivation and Perf ormance
Social Loaf ing: Groups usually outperf orm individuals.

a shared mental representation of the task

T eamwork
group unity sự đoàn kết của tập thể. Communication and In-group Working Skills
The Psychology of Groups

For groups can draw on more resources than can a lone individual.

More ideas and possible solutions by discussing the problem.

Matrix structures are more common in large and multinational organizations
Making Decisions in Groups
A group’s decision will be superior to an individual’s decision the problems staf f might have with the dual reporting lines (the ‘two-boss’ problem)

However, groups do not always make good decisions building good interpersonal relationships

that groups exert a moderating, subduing ef f ect on their members.

group polarization: phân cực nhóm Is brought in f rom outside in order to do the project work.
(các nhóm có tác dụng kiểm duyệt, khuất phục các thành viên của họ)

T he Contract team T he client will judge the success of the project.

Groups provide members with inf ormation, assistance, and social support. Af f iliation in Groups

outsourced supply team

Common Knowledge Ef f ect or Shared Inf ormation Bias

Some members may be employed to work f ull time

Cohesion
Isolation
Groupthink
Biased leadership Others may work part time
Decisional stress
Mixed-structure T eam
Some may be part of a matrix arrangement

Cooperative Orientation
T o want to bring about positive outcomes f or all Some others may be part of a f unctional hierarchy

Individualistic Orientation
Social Value Orientation (SVO)
T o be less concerned about the outcomes of others

Competitive Orientation
T o seek to undermine others in order to get ahead

Cooperation
Empathy is the ability to f eel and understand another’s emotional experience

Staf f perf orming similar tasks - grouped together reporting to a single supervisor
Communication
Commitment
T rust Situational Inf luences of Cooperation
Group Identif ication Junior managers – responsible f or several supervisors and their groups
Culture
TRADITIONAL HIERARCHICAL Groups of junior managers – reporting to departmental heads
STRUCTURE OF ORGANIZATIONS

Departmental heads – reporting to senior managers, who are responsible f or wide-

ranging f unctions such as manuf acturing, f inance, human resources and marketing

Senior managers – reporting to the managing director, who may then report to the Board.