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Lecture 7 (groups and teams)- Groupso 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 GROUPSo Informalnot formally structured by work (i.e. lunch break friends) Deeply effect personality and behavior Interest- share common interest they wish to achieve  Friendship- usually extended outside of the officeo 5 stage model framework of group development don’t always go in order, can sometimes overlap or regress to previous stages doesn’t account for organizational context (things set out by business) 1) forming- test waters to see what is/isn’t acceptable within the group 2) storming - who will control group- resistance to constraints of individuality 3) norming- group is solidified; clear understanding of what is/isn’t acceptable and who is in charge 4) performing- structure fully functional - over the getting to know each other phase, focus on task- end of stage for permanent work groups 5) adjourning- ONLY for temporary committees, task forces and similargroups- 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 activity o group priorities 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 situationo 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 studieso Light (little effect)o Separating some workers (increased because they liked the special treatment – don’t ruin it forgroup)o Increasing pay (don’t do too much to increase level of expectations) - Classes of norms:o Performance Most common Cues on how hard to work, hot to get job done, level of output … o Appearance Appropriate dress, loyalty to work group …o Social arrangement Come from informal groups  Regulate social interactiono Allocation of resources Come from group or organization Pay, assignment, allocation of equipment and tools … - Conformityo People don’t fully conform to just one group, because they belong to many different groupso All groups don’t impose equal pressure to conformo 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 youo 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/memberso Working in group can increase thiso Typology (ways boss contribute to it) Production: leaving early, wasting resources, intentionally working slowly  Property: sabotage, lying about hours worked Political: showing favoritism, blaming 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 otherso Ability to contribute to the groups goalo 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 cultureso 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 makingo 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


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FSU MAN 3240 - Lecture 7

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