ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T

2003 Prentice Hall Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook

OBJECTIVES
LEARNING

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:
1. Differentiate between formal and informal
groups.
2. Compare two models of group development.
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.
2003 Prentice Hall Inc.
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82

O B J E C T I V E S (contd)
LEARNING

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:
6. Describe how norms exert influence on an
individuals behavior.
7. Define social loafing and its effect on group
performance.
8. Identify the benefits and disadvantages of
cohesive groups.
9. List the strengths and weaknesses of group
decision making.
10. Contrast the effectiveness of interacting,
brainstorming, nominal and electronic meeting
groups.

2003 Prentice Hall Inc.

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83

Defining
Defining and
and Classifying
Classifying Groups
Groups

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84

Defining
Defining and
and Classifying
Classifying Groups
Groups (contd)
(contd)

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85

Why
Why People
People Join
Join Groups
Groups
Security
Status
Self-esteem
Affiliation
Power
Goal Achievement

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EXHIBIT

8-1

86

Stages
Stages of
of Group
Group Development
Development

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87

Stages
Stages of
of Group
Group Development
Development (contd)
(contd)

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88

Stages
Stages of
of Group
Group Development
Development

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EXHIBIT

8-2

89

An
An Alternative
Alternative Model:
Model: For
For Temporary
Temporary Groups
Groups
with
with Deadlines
Deadlines

Sequence
Sequenceof
ofactions:
actions:

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1.1.
2.2.

Setting
Settinggroup
groupdirection
direction
First
Firstphase
phaseof
ofinertia
inertia

3.3.
4.4.

Half-way
Half-waypoint
pointtransition
transition
Major
Majorchanges
changes

5.5.
6.6.

Second
Secondphase
phaseof
ofinertia
inertia
Accelerated
Acceleratedactivity
activity

810

The
The Punctuated-Equilibrium
Punctuated-Equilibrium Model
Model

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EXHIBIT

8-3

811

Group
Group Behavior
Behavior Model
Model

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EXHIBIT

8-4

812

External
External Conditions
Conditions Imposed
Imposed on
on the
the Group
Group
Imposed
ImposedConditions
Conditions::
Organizations
Organizationsoverall
overallstrategy
strategy
Authority
Authoritystructures
structures
Formal
Formalregulations
regulations
Resource
Resourceconstraints
constraints
Selection
Selectionprocess
process
Performance
Performanceand
andevaluation
evaluationsystem
system
Organizations
Organizationsculture
culture
Physical
Physicalwork
worksetting
setting
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813

Group
Group Member
Member Resources
Resources
Knowledge, Skills, and Abilities
Interpersonal skills
Conflict management and resolution
Collaborative problem solving
Communication

Personality Characteristics

Sociability
Initiative
Openness
Flexibility

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814

Group
Group Structure
Structure -- Roles
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.

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815

Group
Group Structure
Structure -- Roles
Roles (contd)
(contd)

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816

Group
Group Structure
Structure -- Roles
Roles (contd)
(contd)

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817

Group
Group Structure
Structure -- Norms
Norms

Classes
Classesof
ofNorms:
Norms:
Performance
Performancenorms
norms
Appearance
Appearancenorms
norms
Social
Socialarrangement
arrangementnorms
norms
Allocation
Allocationof
ofresources
resources
norms
norms
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818

Group
Group Structure
Structure -- Norms
Norms (contd)
(contd)

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819

Group
Group Structure
Structure -- Norms
Norms (contd)
(contd)

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820

Examples
Examples of
of Cards
Cards Used
Used in
in Aschs
Aschs Study
Study

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EXHIBIT

8-5

821

Typology
Typology of
of Deviant
Deviant Workplace
Workplace Behavior
Behavior

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EXHIBIT

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822

Group
Group Structure
Structure -- Status
Status

Group
GroupNorms
Norms

Status
StatusEquity
Equity

Group
GroupMember
Member
Status
Status

Culture
Culture

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823

Group
Group Structure
Structure -- Size
Size

Ex
p

ec

te

Performance

Ac

l
a
tu

to
e
u
(d

a
lo

g)
n
fi

Group Size

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Other
Otherconclusions:
conclusions:
Odd
Oddnumber
numbergroups
groupsdo
do
better
than
even.
better than even.
Groups
Groupsof
of77or
or99perform
perform
better
overall
than
better overall thanlarger
larger
or
smaller
groups.
or smaller groups.

824

Group
Group Structure
Structure -- Composition
Composition

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825

Group
Group Structure
Structure -- Cohesiveness
Cohesiveness

Increasing
Increasinggroup
groupcohesiveness:
cohesiveness:
1.1.
2.2.
3.3.
4.4.
5.5.
6.6.
7.7.

Make
Makethe
thegroup
groupsmaller.
smaller.
Encourage
Encourageagreement
agreementwith
withgroup
groupgoals.
goals.
Increase
Increasetime
timemembers
membersspend
spendtogether.
together.
Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
Stimulate
Stimulatecompetition
competitionwith
withother
othergroups.
groups.
Give
Giverewards
rewardstotothe
thegroup,
group,not
notindividuals.
individuals.
Physically
Physicallyisolate
isolatethe
thegroup.
group.

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826

Relationship
Relationship Between
Between Group
Group Cohesiveness,
Cohesiveness,
Performance
Performance Norms,
Norms, and
and Productivity
Productivity

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EXHIBIT

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827

Group
Group Processes
Processes

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828

Effects
Effects of
of Group
Group Processes
Processes

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EXHIBIT

829

Group
Group Tasks
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.

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830

Group
Group Decision
Decision Making
Making
Strengths
More complete
information
Increased
diversity of views
Higher quality of
decisions
Increased
acceptance of
solutions
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Weaknesses
More time
consuming
Increased
pressure to
conform
Domination by
one or a few
members
Ambiguous
responsibility
831

Group
Group Decision
Decision Making
Making (contd)
(contd)

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832

Group
Group Decision-Making
Decision-Making Techniques
Techniques

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833

Evaluating
Evaluating Group
Group Effectiveness
Effectiveness

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EXHIBIT

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834