Download HRM 601 Organizational Behavior

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