Lecture 7 groups and teams Groups o Formal specified by job i e flight crew Command group reports directly to same manager Task work together to complete a task Cross over between different groups i e student commits a crime involves police dean registrar ALL COMMAND GROUPS ARE TASK GROUPS o Informal not formally structured by work i e lunch break friends Deeply effect personality and behavior Friendship usually extended outside of the office Interest share common interest they wish to achieve o 5 stage model don t always go in order can sometimes overlap or regress to framework of group development doesn t account for organizational context things set out by previous stages business 1 forming test waters to see what is isn t acceptable within the group 2 storming who will control group 3 norming resistance to constraints of individuality group is solidified clear understanding of what is isn t acceptable and who is in charge 4 performing 5 adjourning groups structure fully functional over the getting to know each other phase focus on task end of stage for permanent work groups ONLY for temporary committees task forces and similar High task performance isn t the priority anymore now focus on wrapping up activities o Temporary groups with deadlines model Punctuated equilibrium model Groups exhibit long periods of inertia with brief revolutionary changes triggered by their members awareness of time and deadlines 1 first meeting sets the groups direction 2 first phase of group activity is one of inertia stand still locked into a fixed course of action 3 transition occurs when group has used up exactly half of their allotted time 4 transition initiates major changes 5 second phase of inertia 6 last meeting characterized by markedly accelerated o group priorities activity roles set of expected behavior patterns attributed to someone occupying a given position in a social unit can play multiple roles role identity actual behaviors consistent with a role role perception our view of how were supposed to act in a certain situation o we get these ideas from all around us apprenticeships tv books friends role expectations how others believe you should act in a certain situation o determined largely by role defined in context you are acting o psychological contract mutual expectations between managers and workers role conflict individual is confronted by divergent role expectations compliance with one makes it harder to comply with the other zimbardo s prison experiment o took normal people and turned them into prisoners or guards showed how too quickly people establish new roles prisoners thought they were inferior guards believed they needed to watch their backs norms acceptable standards of behavior that are shared by groups members Hawthorne studies o Light little effect o Separating some workers increased because they liked the special treatment don t ruin it for group o Increasing pay don t do too much to increase level of expectations Classes of norms o Performance Most common Conformity and tools Cues on how hard to work hot to get job done level of output Appropriate dress loyalty to work group o Appearance o Social arrangement Come from informal groups Regulate social interaction o Allocation of resources Come from group or organization Pay assignment allocation of equipment o People don t fully conform to just one group because they belong to many different groups o All groups don t impose equal pressure to conform o Reference groups one in which you are aware of members associated yourself as one of them or want to be one of them and feel that group is significant to you o Solomon Asch study Line experiment Fixed experiments to see if people conform even when its obvious other members are wrong only USS didn t know Findings are culture bonded and over time there is less conformity Deviant work place behavior voluntary behavior that violates significant organizational norms and threatens the well being of the organization members o Working in group can increase this o Typology ways boss contribute to it Production leaving early wasting resources intentionally working slowly Property sabotage lying about hours Political showing favoritism blaming worked coworkers Personal aggression verbal abuse sexual harassment stealing o Status Socially defined position or rank given to groups or group members by others Can have major behavioral consequences if there is disparity b t what one believes their status to be and what others perceive it as Status characteristics theory difference create hierarchies within groups Derived from one of three things o Power over others o Ability to contribute to the groups goal o Personal characteristics looks money intelligence Status impacts norms and pressure to conform High status individuals aren t usually effected by these Group interaction may be effected by status High status more likely to speak out so low status members abilities may not get noticed or appreciated Differs between cultures o Size Social loafing tendency for workers to expended less effort when working collectively compared to individually Cant specify who isn t pulling their weight in a group Culture based collectivist cultures Israel china don t experience this they prefer groups Big groups increase in total but decrease in individual Ringelmann rope experiment o Cohesiveness degree to which members like each other and motivated to stay in the group To encourage this Make group smaller Group goals Increase time members spend together Increase status of group and difficulty to become a member Stimulate competition with other groups Give group rewards rather than individual ones Isolate groups Decision making o Group versus individual Strength of group decision making More complete information and knowledge Increased diversity of views Increased acceptance of a solution Weakness of group decision making Pressure to conformity Dominated by one or few members Ambiguous responsibility Effectiveness and efficiency determined by how you define it Accuracy generally more accurate then individual but less then most accurate group member Speed individuals are superior Creativity groups Acceptance of final outcome group o Groupthink and groupshift Byproducts of decision making Groupthink related to norms Group pressures for conformity deter the group from appraising unusual or unpopular views Can drastically hinder performance Effects politics as well unpreparedness Confirms Asch line
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