1. © 2008The McGraw-Hill Companies, Inc. All rights reserved. Group Dynamics Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. 10-2 Ch. 10 Learning Objectives 1.Identify the four sociological criteria of a group and discuss the impact of social networking on group dynamics. 2.Describe the five stages in Tuckman’s theory of group development, and discuss the threat of group decay. 3.Distinguish between role conflict and role ambiguity 4.Contrast roles and norms, and specify four reasons norms are enforced in organizations. 5.Distinguish between task and maintenance functions in groups.

3. Ch. 10 Learning Objectives 6.Summarize the practical contingency management implications for group size. 7.Discuss why managers need to carefully handle mixed-gender task groups. 8.Describe groupthink, and identify at least four of its symptoms 9.Define social loafing, and explain how managers can prevent it. 10-3

4. Key Social Skills Managers Need for Building Social Capital Ability to adapt to, or feel comfortable in, a wide range of social situations Social adaptability Ability to change others’ attitudes and/or their behavior in desired direction Persuasion and social influence Tactics designed to induce liking a favorable first impression by others Impression management Ability to perceive accurately the emotions, traits, motives and intentions of others Social perception DescriptionSocial Skill 10-4

5. Your Experience What types of groups have you belonged to? a.Class group projects b.Groups whose members share an common recreational interest or hobby c.Student organizations d.Other What made this experience rewarding? What made this experience challenging? 10-5

6. Sociological Criteria of a Group Common identity 4 1 Two or more Freely interacting individuals 3 Collective goals Collective norms 2 10-6

7. Value of Groups Why do individuals join groups? Why do organizations form groups? 10-7

8. Formal Groups Fulfill Organizational Functions 1)Accomplish complex, independent tasks beyond the capabilities of individuals 2)Generate new or creative ideas or solutions 3)Coordinate interdependent efforts 4)Provide a problem-solving mechanism for complex problems 5)Implement complex decisions 6)Socialize and train newcomers 10-8

9. Formal Groups Fulfill Individual Functions 1)Satisfy the individual’s need for affiliation 2)Develop, enhance and confirm 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 powerlessness 5)Provide a problem-solving mechanism for social and interpersonal problems 10-9

10. Social Networking Revolution Social networking sites are: Breaking down silos Blurring the lines between formal and informal groups Enabling friendships between managers and subordinates What management challenges does this create? How can SNS’s be used to the organization’s benefit? Should managers be friends with direct reports? 10-10

11. Tuckman’s Five-Stage Theory of Group Development Performing Adjourning Norming Storming Forming Return to Independence Dependence/ interdependence Independence 10-11

12. Tuckman’s Five-Stage Theory of Group Development Individual Issues Forming StormingNormingPerforming “How do I fit in?” “What’s my role here?” “What do the others expect me to do?” “How can I best perform my role?” Group Issues “Why are we here?” “Why are we fighting over who’s in charge and who does what?” “Can we agree on roles and work as a team?” “Can we do the job properly?” 10-12

13. Test Your Knowledge True or False? 1.All groups go through the stages in this order and don’t regress to earlier stages. 2.Knowledge of these stages helps members and leaders understand the group’s behavior and take appropriate action. 3.Participative leadership is more important in earlier stages, while structured leadership is more important in later stages. 4.Feedback becomes more general, less frequent, and more negative as teams progress through the stages. 5.Unclear deadlines make work teams less efficient. 10-13

14. Roles Defined Role expected behaviors for a given position Examples: Team Leader Devil’s Advocate Business Developer 10-14

15. A Role Episode Role Sender Perceived organizational/ group requirements Comparative evaluation of - Role expectations for focal person - Focal person’s behavior Focal Person Perceived role expectations Experienced role overload, role conflict, role ambiguity Constructive/destructive responses Role Modeling Communication of approval or need for change Feedback 10-15

16. Roles Defined Role Conflict: others have conflicting or inconsistent expectations Role Ambiguity: Confusion arising from not knowing what one is expected to do as the holder of a role. Role Overload: others’ expectations exceed one’s ability What is the impact of these outcomes? What can managers do about it? 10-16

17. Norms Norm shared attitudes, opinions, feelings, or actions that guide social behavior In what four ways are norms formed? 10-17

18. Four Reasons Norms are Enforced Group/organization survival Clarification of behavioral expectations Avoidance of embarrassment Clarification of central values/unique identity 10-18

19. Task Roles Initiator suggests new goals or ideas Information seeker/giver clarifies key issues Opinion seeker/giver clarifies pertinent values Elaborator promotes greater understanding through examples or exploration of implications Coordinator pulls together ideas and suggestions 10-19

20. Task Roles Orienter keeps group headed toward its stated goal(s) Evaluator tests group’s accomplishments with various criteria such as logic and practicality Energizer prods group Procedural technician performs routine duties Recorder performs a “group memory” function by documenting discussion and outcomes 10-20

21. Maintenance Roles Encourager fosters group solidarity by accepting and praising various points of view Harmonizer mediates conflict through reconciliation or humor Compromiser helps resolve conflict by meeting others “half way” Gatekeeper encourages all group members to participate Standard setter evaluates the quality of group processes Commentator records and comments on group processes/dynamics Follower serves as a passive audience 10-21

22. Test Your Knowledge Karen, a manager, would like to assemble a group to make a difficult, complex decision. Ken, wants to form a group to brainstorm new product ideas. The optimal size for Karen’s and Ken’s groups, respectively, is: a.20-25, 4-5 b.10-15, 10-15 c.3-5, 8-12 d.8-12, 3-5 10-22

23. Categories of Sexual Harassment  Repeated requests to go out after work or school Unwanted dating pressure  Obscene phone calls  Belittling the target’s competence Derogatory attitudes--personal  Obscene gestures not directed at target  Sex-stereotyped jokes Derogatory attitudes--impersonal Behavioral ExamplesCategory  Proposition for an affair Sexual propositions 10-23

24.  Congratulatory hug Physical nonsexual contact Behavioral ExamplesCategory  Embracing the target  Kissing the target Physical sexual contact  Threatening punishment unless sexual favors are given  Sexual bribery Sexual coercion Categories of Sexual Harassment 10-24

25. Threats to Group Effectiveness Asch Effect Groupthink Social Loafing 10-25

26. The Asch Effect 123123 Standard Line Card Comparison Lines Card Asch Effect: the distortion of individual judgment by a unanimous but incorrect opposition. ? 10-26

27. Asch Effect Since the 1950’s this effect has declined in the US Individualist cultures resist pressures to conform more than collectivistic cultures What are the implications of the Asch effect for managers? 10-27

28. Groupthink Groupthink: When you feel a high pressure to conform and agree and are unwilling to realistically view alternatives What are some of the reasons or factors that promote groupthink? What can be done to prevent groupthink? 10-28

29. Symptoms of Groupthink Lead to Defective Decision Making Symptoms of Groupthink  Invulnerability  Inherent morality  Rationalization  Stereotyped views of opposition  Self-censorship  Illusion of unanimity  Peer pressure  Mindguards Decision-making Defects 1)Few alternatives 2)No reexamination of preferred alternatives 3)No reexamination of rejected alternatives 4)Rejection of expert opinions 5)Selective bias of new information 6)No contingency plans 10-29

30. Social Loafing Social Loafing: decrease in individual effort as group size increases What factors contribute to social loafing? What actions could you take to prevent social loafing? 10-30

31. Test Your Knowledge A group of employees with accounting expertise needs to adapt their procedures in response to changes within the organization. The group decides to 1) hold each member accountable for a meaningful task and 2) to establish a process so that everyone openly expresses their opinion. The group was trying to prevent ____ and _____, respectively. a.Social loafing; Groupthink b.Role overload; social loafing c.Asch Effect; role ambiguity d.Groupthink; role overload 10-31

32. © 2008The McGraw-Hill Companies, Inc. All rights reserved. Group Dynamics Supplemental Slides

33. Role Conflict Fathers in dual- income families reporting work/life conflict Up from 35% in 1977 59% Mothers in dual- income families reporting work/life conflict Up from 40% in 1977 45% Source: Jayson, S. Gender roles see a “conflict” shift. USA Today, 3/26/09 pg. 1A 10-33

34. Role Conflict In what ways do you experience role conflict? How have you handled them? 10-34

35. Video Cases United Airlines Employees Learn from Nascar 10-35

36. Management in the Movies 13 Going on 30 In this scene, Jenna is at a Poise magazine party. How does the group on the dance floor move through the stages of group development? What type of group is the dance floor group? 10-36

37. Group Dynamics: The Lucifer Effect Phil Zimbardo, esteemed social psychologist’s research suggests: Nearly everyone would treat others viciously or look the other way at abuse under certain conditions (e.g. Abu Ghraib) Inner character seldom survives without social guideposts Few people will challenge a widely accepted injustice Source: Do we all have a dark side?, Elias, M. USA Today, Wednesday, March 14, 2007 10-37

38. Group Dynamics: The Lucifer Effect Phil Zimbardo, esteemed social psychologist’s research suggests: “Although people can be swayed in bad situations, they’ll return to their normal, decent selves once they’re moored again in everyday routines” The study of Whistleblowers is in it’s infancy, more research should look into what makes these people stand up and make changes Source: Do we all have a dark side?, Elias, M. USA Today, Wednesday, March 14, 2007 10-38

39. Group Dynamics: Dilemma Is it ok to have a friendship with people who report to you? Jack and Suzy Welch’s advice: Yes, because it makes work that much more enjoyable, but be careful that your friendship doesn’t hinder your ability to be candid and discuss what is working well and not well. This candor is critical in the employee-manager relationship. You will have to be able to compartmentalize a little but in this way you are confident that you’re being fair to everyone. Source: Ideas The Welch Way, BusinessWeek, November 20, 2006 10-39

40. When Group Dynamics Go Bad Antisocial groups encourage antisocial individual behavior Monkey-see, Monkey-do effect was observed in study of 187 workgroups from 20 different organizations. What should managers do? Examples of contagious behaviors: Saying hurtful things to co- workers Doing poor work; working slowly Bending or breaking rules Criticizing co-workers Doing something harmful to boss or employer Starting an argument with a co- worker Saying rude things about the boss or organization Lawsuit Reveals Team Building Gone Berserk – Workforce Management May, 2006. 10-40

41. 60% of employees engage in theft 48% admitted to cutting corners on quality control, covering up incidents, abusing/lying about sick days, cheating on expenses, deceiving customers What role does the corporate culture, human resource systems, and managers play in affecting deviant behavior among employees? Management Impact on Deviant Behaviors Source: The Good, The Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors, Listzky, B. E., Eddleston, K. A., and Kidder, D. L. (2006). Academy of Management Perspectives. 10-41

42. Management Impact on Deviant Behaviors Source: The Good, The Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors, Listzky, B. E., Eddleston, K. A., and Kidder, D. L. (2006). Academy of Management Perspectives. Triggers of Workplace Deviance Compensation/Reward Structure Social Pressures to Conform Untrusting Attitudes Ambiguity about Job Performance Types of Workplace Deviance Production Deviance Political Deviance Property Deviance Personal Aggression Costs to Organization Lack of product consistency Higher production costs Loss of inventory control Inconsistent service quality Loss of profits 10-42

43. Foster trusting relationships Promote fairness and equity in rules and rewards Don’t ignore deviant behavior – stop cycle before it starts Be a role model Explain organizational goals and impact deviant behavior has on organization Strategies for Reducing Workplace Deviance Source: The Good, The Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors, Listzky, B. E., Eddleston, K. A., and Kidder, D. L. (2006). Academy of Management Perspectives. 10-43

44. Innovation provides competitive advantage Google’s champion of innovation Marissa Mayer’s 9 notions of innovation 1.Ideas come from everywhere 2.Share everything you can 3.You’re brilliant, we’re hiring 4.A license to pursue dreams 5.Innovation, not instant perfection 6.Don’t politic, use data 7.Creativity loves restraint 8.Worry about usage and users, not money 9.Don’t kill projects, morph them Champions of Innovation Source: IN June 2006, Champions of Innovation, Michelle Conlin 10-44

45. Example e-mail: “Problem with the project design. Let’s discuss at next week’s meeting – Sam.” Receiver’s reaction: I put a lot of time into that project design Who is Sam anyway? Should I trust his judgment? Tips for Working on Virtual Teams 10-45

46. Tips for Working on Virtual Teams Meet face-to-face to start a project and for major milestones Assume positive intent If an e-mail's tone sounds off-putting, withhold judgment until you learn more or talk to them directly via phone Engage in positive predictable behavior Honor commitments, attend meetings on time, don’t send terse emails 10-46

47. Tips for Working on Virtual Teams Respect. Ensure everyone feel they have a voice on the team. Be in the moment. Pay attention to the meeting you are in – no cell phones, checking e-mail, etc. Contribution Everyone should be clear what they should do to contribute to the team’s goals. 10-47

48. Tips for Working With Friends Disable the “stupid switch” when hiring friends Keep objective even when you feel good about the candidate Avoid the appearance of impropriety Hold friends to the same expectations and treat them the same as other employees When problems arise, don’t procrastinate Don’t rationalize a performance problem or assume it will get better on its own. Address the problem openly. 10-48

49. Test Your Knowledge: Informal Groups What percentage of American workers plan to get in touch with people in the office regularly via phone or e-mail while on vacation this summer? a.13% b.23% c.33% d.43% 10-49

50. It’s a Bird, It’s a Plane, It’s Superwoman! “Superwoman” status is both an incentive and reward A woman with a paying job is more likely to view herself as a well-rounded adult Competing demands of work, marriage, children and other household responsibilities can affect a woman’s career Marriage and family=assets for men; =career inhibitors for women 10-50

51. When Group Dynamics Go Bad Damaging company property Saying hurtful things to co- workers Doing poor work; working slowly Complaining with co-workers Bending or breaking rules Criticizing co-workers Doing something harmful to boss or employer Starting an argument with a co-worker Saying rude things about the boss or organization 10-51

52. Conclusion Questions for discussion 10-52