Chapter 9 Foundations of Group Behavior Groups Two or more people interacting and interdependent who have come together to achieve particular objectives Formal group directed by the organizational chart Informal group more natural out of a need for social context ex Bowling team at work command group formal group determined by org chart task group brought together to work on things or solve problems information gets shared working for the better of themselves silos interest group aiming for an objective where all people have the same interest all from diff dept s friendship group common interest without a task related to it Why people join groups Security can do more in groups Status inclusion recognition Self esteem self worth Affiliation interactions and social needs Power strength in numbers Goal achievement pooling talents and knowledge Five stage model of group development Conflict Norms are set Break up and on your way Group properties Roles Identity behaviors that are consistent with the role Perception roles you should be exhibiting in your role Expectations way people think you should act in your role psychological contract expectations Conflict when we re all in different roles can be stressful Norms Performance norms appearance norms social arrangement norms allocation of resource norms Hawthorne studies worker behavior and sentiments were closely related group influences norms affected individual behavior group standards norms established individual worker output money was less a factor in determining worker output than were group standards sentiments and security Deviant workplace behavior production leave early property sabotage political favorites personal aggression harassment stealing verbal abuse Conformity Groups people feel an anonymous nature Based on the accepted norms of the groups ethics Status Characteristics Theory Power over others ability to contribute personal characteristics feeds into Group Member Status Norms Interaction Other things influencing status inequity national culture brainstorming encourages alternatives and withholding criticism and electronic meeting computers for Size Social Loafing more people lower performance expected vs actual expected is more set norms to avoid this Cohesiveness Good thing degree to which members are attracted to each other and motivated to stay Inc this building group rewards make group smaller inc time spent together inc group status perceived difficulty to get in out of office training low norms and high cohesiveness low productivity bad apple Strengths weaknesses of group decision making S more complete info inc diversity of view higher quality of decisions accurate inc acceptance of solutions W slower time consuming inc pressure to conform domination by one or a few members ambiguous responsibility Groupthink relates to norms pressure to conform deters the group from considering a critical unpopular view easier to go along with something Groupshift a group will exaggerate the positions that they would take on their own larger risks Group Decision Making Techniques anonymity aggregation of votes nominal group technique restricts discussion during decision making Chapter 10 Understanding Work Teams Group interacts to share info and make decision to help each member perform within area of responsibility share info neutral neg synergy individual accountability random varied skills Team individual efforts result in a performance that is greater than the sum of indiv parts collective perf pos indiv and mutual complementary Synergy vs process loss hope vs the fear work to create something larger than by yourself vs working to combine with same outcome as if you did it alone Why teams are popular inc performance motivation potential for org to generate greater outputs with no inc in inputs management can democratize org synergy Types of teams Problem solving command group diff depts Self managed eliminate middle management directores now don t have a boss empowered Cross functional all learn diff parts of doff jobs comes together all communicate within small network tons of interaction Virtual works remotely diff sites need trust a way to make then accountable need some publicity presence made known Team effectiveness model Key components of teams Context presence of adequate resources effective leadership and structure climate of trust performance eval syst that relects team contributions group based indiv appraisals Composition abilities on members stronger more risks personality high conscien openness allocating rols diversity views size of teams 5 9 member flexibility member preferences Work Design freedom autonomy skill variety task identity task significance Process member commitment to common purpose team mission establishment of specific team goals team efficacy belief that you can do it managed level of conflict min social loafing Turning individuals into team players Selecting fulfill team roles AND technical responsibilities some interpersonal skills resist urge to hire best talent Training improve problem solving comm negotiation conflict manag coaching skills Reward provide incentives encourage cooperation not competition Best situations for team optimal size abilities clearly allocated roles if work is complex work creates a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals can synergy be created members of the group are involved in interdependent tasks rely on one another Summary and implications for managers Chapter 11 Communication Channels Formal established by the org and transit messages that are related to the professional activities of members sending data and info upward good strong companies will break this effort with coordination Informal used to transmit personal or social messages in the org are spontaneous and emerge as a response to individual choices happens outside of hierarchy structure Media channel richness order from low to high richness Formal reports bulletins Memos Letters Prerecorded speeches Electronic mail Online discussion groups groupware Voicemail Live speeches Telephone convos Videoconferences Face to face communication channel needs to fit scenario The communication process model Direction of communication upward downward and lateral across Currency traded in networks Information Influence Support Formal small group networks Chain 1 person can only talk to the next no full picture moderate speed high accuracy