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. All rights reserved. PowerPoint Presentation by Charlie Cook
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.

© 2003 Prentice Hall Inc. All rights reserved. 8–2

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.
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 Defining
Defining and
and Classifying
Classifying Groups
Groups

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 Defining
Defining and
and Classifying
Classifying Groups
Groups (cont’d)
(cont’d)

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 Why
Why People
People Join
Join Groups
Groups

• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement

EXHIBIT 8-1

© 2003 Prentice Hall Inc. All rights reserved. 8–6

 Stages
Stages of
of Group
Group Development
Development

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 Stages
Stages of
of Group
Group Development
Development (cont’d)
(cont’d)

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 Stages
Stages of
of Group
Group Development
Development

EXHIBIT 8-2

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

Sequence
Sequenceof
ofactions:
actions:
1.1. Setting
Settinggroup
groupdirection
direction
2.2. First
Firstphase
phaseof
ofinertia
inertia
3.3. Half-way
Half-waypoint
pointtransition
transition
4.4. Major
Majorchanges
changes
5.5. Second
Secondphase
phaseofofinertia
inertia
6.6. Accelerated
Acceleratedactivity
activity

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 Group
Group Behavior
Behavior Model
Model

EXHIBIT 8-4

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 External
External Conditions
Conditions Imposed
Imposed on
on the
the Group
Group

Imposed
ImposedConditions
Conditions::
•• Organization’s
Organization’soverall
overallstrategy
strategy
•• Authority
Authoritystructures
structures
•• Formal
Formalregulations
regulations
•• Resource
Resourceconstraints
constraints
•• Selection
Selectionprocess
process
•• Performance
Performanceand
andevaluation
evaluationsystem
system
•• Organization’s
Organization’sculture
culture
•• Physical
Physicalwork
worksetting
setting

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 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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 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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 Group
Group Structure
Structure -- Roles
Roles (cont’d)
(cont’d)

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 Group
Group Structure
Structure -- Roles
Roles (cont’d)
(cont’d)

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 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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 Group
Group Structure
Structure -- Norms
Norms (cont’d)
(cont’d)

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 Group
Group Structure
Structure -- Norms
Norms (cont’d)
(cont’d)

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 Typology
Typology of
of Deviant
Deviant Workplace
Workplace Behavior
Behavior

EXHIBIT 8-6

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 Group
Group Structure
Structure -- Status
Status

Group
GroupNorms
Norms

Group
GroupMember
Member
Status
StatusEquity
Equity Status
Status

Culture
Culture

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 Group
Group Structure
Structure -- Size
Size

Performance

g )
d

if n
te

a
ec

lo
p

t o
Ex

u e
( d Other
t u al Otherconclusions:
conclusions:
Ac • • Odd
Oddnumber
numbergroups
groupsdodo
better than even.
better than even.
Group Size • • Groups
Groupsof of77or
or99perform
perform
better
better overall thanlarger
overall than larger
or
orsmaller
smallergroups.
groups.

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 Group
Group Structure
Structure -- Composition
Composition

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 Group
Group Structure
Structure -- Cohesiveness
Cohesiveness

Increasing
Increasinggroup
groupcohesiveness:
cohesiveness:
1.1. Make
Makethe
thegroup
groupsmaller.
smaller.
2.2. Encourage
Encourageagreement
agreementwith
withgroup
groupgoals.
goals.
3.3. Increase
Increasetime
timemembers
membersspend
spendtogether.
together.
4.4. Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
5.5. Stimulate
Stimulatecompetition
competitionwith
withother
othergroups.
groups.
6.6. Give
Giverewards
rewardstotothe
thegroup,
group,not
notindividuals.
individuals.
7.7. Physically
Physicallyisolate
isolatethe
thegroup.
group.

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

EXHIBIT 8-7

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 Group
Group Processes
Processes

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 Effects
Effects of
of Group
Group Processes
Processes

=
EXHIBIT 8-8

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

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 Group
Group Decision
Decision Making
Making (cont’d)
(cont’d)

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 Group
Group Decision-Making
Decision-Making Techniques
Techniques

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 Evaluating
Evaluating Group
Group Effectiveness
Effectiveness

EXHIBIT 8-10

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