ORGANIZATIONAL BEHAVIOR

FOUNDATION OF GROUP BEHAVIOR

Instructor: Pham Thi Bich Ngoc, PhD

Objectives
1. What is a group? 2. Types of groups 3. Stages of group development 4. Identify the key factors in explaining group behavior.
Role Norms Group cohesiveness Group size Group composition Status

1. Group decision making

Defining and Classifying Groups

Defining and Classifying Groups (contd)

Why People Join Groups

To do tasks of an organization: To satisfy individual need:
Security, protection for its membership Status Self-esteem Affiliation Power Goal Achievement
certain task can be performed only through the combined efforts of a number of individuals working together

Stages of Group Development

Stages of Group Development

Stages of Group Development (contd)

Group Behavior Model

External Conditions Imposed on the Group

Imposed Conditions:: Imposed Conditions
Organizations overall strategy Organizations overall strategy Authority structures Authority structures Formal regulations Formal regulations Resource constraints Resource constraints Performance and evaluation system Performance and evaluation system Organizations culture Organizations culture Physical work setting 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

Group Structure - Roles (contd)

Group Structure - Roles (contd)

We are required to play number of roles and our behavior varies with the role we are playing. Individual is able to switch from one role to another. Role conflict may occur when individual finds that compliance with one role requirement may make more difficult the compliance with another.

Group Structure - Roles (contd)

Role Des
Plant Resource investigator Coordinator Shaper MonitorEvaluator Team worker Implementer Completer Specialist

Role Contribution
Creative, imaginative, solves difficult problems Extrovert, enthusiastic, communicative. Explore opportunities. Develops contacts Mature, confident, a good chairperson. Clarifies goals, promotes decision-making. Delegates well

Allowable weaknesses
Ignores details. Too preoccupied to communicate effectively Over-optimistic. Loses interest once initial enthusiasm has passed Can be seen as manipulative. Delegates personal work

Challenging, dynamic, thrives on pressure. Has the Can provoke others. Hurts peoples drive and courage to overcome obstacles feeling Strategic, see all options. Judges accurately Cooperative, mild, perceptive and diplomatic. Listens, builds, averts friction Disciplines, reliable, conservative, efficient. Turns ideas into practical actions Paintaking, conscientious, anxious. Single-minded, self-sharing, dedicated. Provides knowledge and skills in rare supply Lacks drive and ability to inspire others. Indecisive in crunch siuations. Can be easily influenced Somewhat inflexible. Slow to respond to new possibilities Reluctant to delegate Contributes on only a narrow front. Overlooks the big picture

Group Structure - Norms

Is an assumption or expectation held by group members concerning what kind of behavior is: - Right or wrong - Good or bad - Allowed or not allowed - Appropriate or not appropriate

Group Structure The Value of Norms

Support

group identity

Increases the predictability of group members behaviors Provide standards, enables the group to evaluate and control group behavior Reduce embarrassing interpersonal problems for group members

Group Structure How do norms develop?

Most

norms develop in one or more of the

following ways: Explicit statement made by a group member

Critical events in the group history Primacy Carry-over behaviors from past situations

Group Structure - Norms (contd)

Group Structure - Status

Group Norms

Group Member Status Status Equity

Group Structure - Size

Performance

Ex p

ct A

o et u (d al u

a lo

ec

) ng fi

te

Other conclusions: Other conclusions:

Odd number groups do Odd number groups do better than even. better than even. Groups of 77or 99perform Groups of or perform better overall than larger better overall than larger or smaller groups. or smaller groups.

Group Size
Group size is the number of members of the group

Group Structure Composition

Group composition is the degree of similarity or difference among group members in terms of gender, background, skills, etc.

Group Structure Composition

A homogeneous group is more useful for: A heterogeneous group is more useful for:

Simple tasks Sequential tasks Tasks that require cooperation Tasks that must be done quickly

Complex tasks Collective tasks Tasks that require creativity Tasks that need not to be done quickly

Group Structure Cohesiveness

Group cohesiveness is important because it has been found to be related to the groups productivity

Relationship Between Group Cohesiveness, Goals, and Productivity

Group goals congruent with organizational goals

High

y i v t c udo P t i r

Low Low Group cohesiveness High

Group goals NOT congruent with organizational goals

Group Structure - Cohesiveness

MEMBERSHIP Size of group Compatibility of members Permanence of group member WORK ENVIRONMENT Nature of the task Physical setting Communications Technology

GROUP COHESIVENESS

ORGANIZATIONAL Management and leadership External threat Success

Group Structure - Cohesiveness

How to increase group cohesiveness?

Group Processes
Group processes is the communication patterns used by members for information exchanges, group decision processes, leader behavior

Group Processes

Group Tasks
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
More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions

Weaknesses
More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility

Groupthink
Groupthink is phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action

Groupthink is a mode of thinking that occurs when members of a group are deeply involved in a cohesive ingroup, and desire for unanimity offsets their motivation to appraise alternative courses of action.

Symptoms of Groupthink
Group members rationalize any resistance to the assumptions they have made Members apply direct pressures on those who express doubts about any of the groups shared views or who question the validity of arguments supporting the alternative favored by the majority. Those members who have doubts avoid deviating from what appears to be group consensus by keeping silent There appears to be an illusions of unanimity. Silence is seen as agreement

Group Decision-Making Techniques: common forms

Evaluating Group Effectiveness