* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Download HRM 601 Organizational Behavior
Survey
Document related concepts
Belongingness wikipedia , lookup
Social facilitation wikipedia , lookup
James M. Honeycutt wikipedia , lookup
False consensus effect wikipedia , lookup
Social dilemma wikipedia , lookup
Memory conformity wikipedia , lookup
In-group favoritism wikipedia , lookup
Team composition wikipedia , lookup
Social loafing wikipedia , lookup
Social perception wikipedia , lookup
Group development wikipedia , lookup
Group cohesiveness wikipedia , lookup
Group dynamics wikipedia , lookup
Transcript
HRM 601 Organizational Behavior Session 7 Group Processes In Organizations Types of Groups • Formal Groups – Command group : formal group determined by structure – Task group: formal group organized for a specific task – Committees: handles problems outside of regular assignments • Informal groups – Social groups: people who enjoy each other’s company (chat groups) – Interest groups: groups that develop informally around a common interest (news groups, listserv members) Characteristics of Groups • Size – small groups: good communication, satisfaction – large groups: can specialize; coordination, communication problems • Composition – homogenous groups: qualities in common – heterogeneous groups: few qualities in common • Status Attraction to Groups • Social and emotional needs – – – – social affirmation recognition security prestige • Instrumental function – goal achievement Cohesiveness Mutual attractiveness of a group to its members Causes 1. member similarity 4. isolation 2. group size 5. competition 3. high entrance 6. shared standards success Cohesiveness Outcomes of Cohesiveness Group goals support the organization 1. Increased activity & communication 2. Conformity to norms 3. Goal achieve -ment 4. Satisfaction Group goals undermine the organization Cohesiveness 1. Communication detracts from work 2. Conformity restricts productivity 3. Goals support group at expense of organization Disadvantages to Cohesiveness • Changing course of action is difficult due to high levels of commitment • Socialization can detract from work issues and productivity • Group goals can replace organizational goals Turning the Group Around • Build a record of success • Build the vision • Build a sense of team feeling • Create a competitive edge • Take the group on a retreat NORMS • Defined -- Agreed upon and often informal rules that guide group members behavior • Formal norms --More important to continuity of the organization, written codes of conduct • Informal -- Implicit but unwritten • Agreed upon -- Continuing consensus among group members DIMENSIONS OF NORMS • Behavioral -- Specifies what to do, when to do it and how much is appropriate • Evaluative -- Specifies approval or disapproval by the group. The group sanctions (positive and negative) can be explicit or implicit CHARACTERISTICS OF NORMS • Range of tolerated behaviors -- approved behavior is actually over a range that deviates from the prototype of the norm • Intensity -- Strength of approval -disapproval. Some norms have sharp approval and disapproval, others are mild. • Crystallization -- Group consensus TYPICAL ORGANIZATIONAL NORMS • Performance norms • Dress norms • Reward allocation norms • Commitment norms NORM DEVELOPMENT • • • • Precedents over time Transfers from other situations Critical events Explicit rules ROLES • Defined -- Group position that has a set of expected behaviors – Formal role -- job description – Informal role -- what your work group expects of you beyond job description, what you add on your own – Role taking makes organizational life orderly and predictable ROLE CHARACTERISTICS • Role expectations -- behavior expected of someone in a particular position • Role incumbent -- the person currently filling the position. Incumbent can shrink or expand role to a certain point. • Role ambiguity -- unclear expectations about role behavior. Creates confusion for the incumbent ROLE CHARACTERISTICS, CONT. • Role conflict -conflicting role demands • Sender conflict • Inter-role conflict • Person-role conflict TYPICAL ORGANIZATIONAL ROLES • Task specialist -Person who because of experience, skill, or knowledge has edge in task competency • Maintenance specialist -- human relations guru GROUP PROCESS MODEL Potential Performance + Process Losses = Process Gains Actual Group Performance - PROCESS GAINS • New ways to motivate workers • New technologies • Information systems that improve coordination & communication • Addition of information, ideas, direction, opinion • Improved leadership PROCESS LOSSES • • • • Coordination problems Communication problems Motivation problems Lack of information, ideas, direction, opinion • Problematic leadership SOCIAL FACILITATION Presence of others Arousal Impaired if task is not familiar or is very difficult Performance level Improved if task is familiar or is very easy SOCIAL LOAFING • Tendency of individual to exert less effort when working in groups • Six people doing a task is not 6 times faster than one person CONFORMITY • Conformity — Yielding to the group by changing behavior or attitude to match the group's. Conformity includes yielding because of private acceptance or because of compliance • Compliance — Conformity to a group norm to obtain group rewards and avoid costs POWER OF NORMS • Informational power -- provide information as to what is appropriate and correct in an ambiguous or a new situation. • Reward and punitive power -- adherence to group norms provides social approval and diminishes effort. Violation of norm brings social disapproval ASCH CONFORMITY TASK STANDARD LINE COMPARISON LINES A B C FACTORS THAT INFLUENCE CONFORMITY • • • • • Group size Unanimity of opinion Group status, attractiveness Support for non-conformity Competence HIGH PERFORMANCE TEAMS • The members: Build teams with regard to skills and experience needed and Do not place someone on a team who is resistant • The situation: Clarify goals and then Train and train again • Rewards: Use appropriate performance measures and Link individual rewards to team performance • Group influence: Encourage communication, cooperation, and participation