Chapter Eight Group DynamicsGroupsFunctions of Formal GroupsWhy do people form groups?Tuckman’s Five-Stage Theory of Group DevelopmentTuckman’s Five-Stage Theory of Group Development (continued)Extended Tuckman ModelCohesivenessRole BehaviorFunctional Roles Performed by Group MembersFunctional Roles Performed by Group Members (Continued)More on RolesSocial NormsA Contingency Model for Staffing Work GroupsEvidence of Problems with GroupsWhy is Group Performance (sometimes) less than the sum of Individual Performance?Stepladder Technique for Avoiding Social LoafingThe Asch ExperimentsSymptoms of GroupthinkPreventing GroupthinkSatisficingShared/Unshared InformationPowerPoint PresentationWhy Teams are FormedEffective Team RequirementsOrganizational BehaviorChapter EightGroup DynamicsOrganizational BehaviorGroups1Three or morefreelyinteractingindividualsCommonidentity43CollectivegoalsCollectivenorms2Group – two (three) or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members.There are formal and informal groups.Organizational BehaviorFunctions of Formal GroupsOrganizational Functions Individual Functions1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.2. Generate new or creative ideas and solutions.3. Coordinate interdepartmental efforts.4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments.5. Implement complex decisions.6. Socialize and train newcomers.1. Satisfy the individual’s need for affiliation.2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.3. Give individuals an opportunity to test and share their perceptions of social reality.4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness.5. Provide a problem-solving mechanism for personal and interpersonal problems.Organizational BehaviorWhy do people form groups?•Satisfaction of needs – security, social, esteem•Proximity and attraction•Group goals•EconomicsOrganizational BehaviorTuckman’s Five-Stage Theoryof Group DevelopmentPerformingAdjourningNormingStormingFormingReturn toIndependenceDependence/interdependenceIndependenceOrganizational BehaviorTuckman’s Five-Stage Theoryof Group Development (continued)IndividualIssuesForming Storming Norming Performing“How do I fit in?”“What’s myrole here?”“What do theothers expectme to do?”“How can I bestperform my role?”GroupIssues“Why are we here?”“Why are wefighting overwho’s incharge and whodoes what?”“Can we agreeon roles andwork as a team?”“Can we do thejob properly?”Mutual AcceptanceCommunication &Decision-makingMotivation &ProductivityControl & OrganizationOrganizational BehaviorExtended Tuckman Model•De-norming. A natural erosion of standards of conduct. Group members drift in different directions.•De-storming. A mirror opposite of the storming stage. An undercurrent of discontent slowly comes to the surface. Individual resistance increases and cohesiveness declines.•De-forming. Work group literally falls apart as subgroups battle for control. Performance declines rapidly because the whole job is no longer being done.12-5Organizational BehaviorCohesiveness•Closeness or commonness of attitude, behavior, and performance.•Acts as a force to remain in a group•Allows a sense of belonging•Cohesive groups involves individuals who are attracted to one another•Group goals and member goals are compatible and clearly specified•Group has a charismatic leader•Strong reputation for completing task•Group size is optimal•SupportiveOrganizational BehaviorRole Behavior•Roles: “Sets of behaviors that persons expect of occupants of a position.” •Role overload: “Occurs when the sum total of what role senders expect of the focal person far exceeds what he or she is able to do.”•Role conflict: “Experienced when different members of the role set expect different things of the focal person.” (Knowing what to do but not being able to do it.)•Role ambiguity: “Occurs when members of the role set fail to communicate to the focal person expectations they have or information needed to perform the role, either because they do not have the information or because they deliberately withhold it.” (Not knowing what to do.)Organizational BehaviorFunctional Roles Performedby Group MembersTask Roles DescriptionInitiator Suggests new goals or ideasInformation seeker/giver Clarifies key issuesOpinion seeker/giver Clarifies pertinent valuesElaborator Promotes greater understandingCoordinator Pulls together ideas and suggestionsOrienter Keeps group headed toward its stated goal(s)Evaluator Tests group’s accomplishmentsEnergizer Prods group to move along or to accomplish moreProcedural technician Performs routine dutiesRecorder Performs a “group memory” functionOrganizational BehaviorFunctional Roles Performedby Group Members(Continued)Maintenance Roles DescriptionEncourager Fosters group solidarityHarmonizer Mediates conflict through reconciliation or humorCompromiser Helps resolve conflict by meeting others “half way”Gatekeeper Encourages all group members to participateStandard setter Evaluates the quality of group processesCommentator Records comments on group processes/dynamicsFollower Serves as a passive audienceOrganizational BehaviorMore on Roles•Role conflict–Person-role conflict–Intrarole conflict–Interrole conflict•Results of Role ConflictOrganizational BehaviorSocial NormsNorm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.” Why Norms Are Enforced •Help the group or organization survive•Clarify or simplify behavioral expectations•Help individuals avoid embarrassing situations•Clarify the group’s or organization’s central values and/or unique identityOrganizational BehaviorA Contingency Model forStaffing Work Groups• Improve performance of all work groups• Train and develop new talent• Maximize performance of best group(s)StaffingdecisionConcentratetalentSpread talentaroundObjective(s)Organizational BehaviorEvidence of Problems with Groups•Social Loafing•Groupthink•Satisficing•Shared/Unshared Information•Group