1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

2. © 2003 Prentice Hall Inc. All rights reserved.8–28–2 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1.Differentiate between formal and informal groups. 2.Compare two models of group development. 3.Explain how group interaction can be analyzed. 4.Identify the key factors in explaining group behavior. 5.Explain how role requirements change in different situations. L E A R N I N G O B J E C T I V E S

3. © 2003 Prentice Hall Inc. All rights reserved.8–38–3 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 6.Describe how norms exert influence on an individual’s behavior. 7.Define social loafing and its effect on group performance. 8.Identify the benefits and disadvantages of cohesive groups. 9.List the strengths and weaknesses of group decision making. 10.Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups. L E A R N I N G O B J E C T I V E S (cont’d)

4. © 2003 Prentice Hall Inc. All rights reserved.8–48–4 Defining and Classifying Groups

5. © 2003 Prentice Hall Inc. All rights reserved.8–58–5 Defining and Classifying Groups (cont’d)

6. © 2003 Prentice Hall Inc. All rights reserved.8–68–6 Why People Join Groups Security Status Self-esteem Affiliation Power Goal Achievement E X H I B I T 8-1

7. © 2003 Prentice Hall Inc. All rights reserved.8–78–7 Stages of Group Development

8. © 2003 Prentice Hall Inc. All rights reserved.8–88–8 Stages of Group Development (cont’d)

9. © 2003 Prentice Hall Inc. All rights reserved.8–98–9 Stages of Group Development E X H I B I T 8-2

10. © 2003 Prentice Hall Inc. All rights reserved.8–10 An Alternative Model: For Temporary Groups with Deadlines Sequence of actions: 1.Setting group direction 2.First phase of inertia 3.Half-way point transition 4.Major changes 5.Second phase of inertia 6.Accelerated activity Sequence of actions: 1.Setting group direction 2.First phase of inertia 3.Half-way point transition 4.Major changes 5.Second phase of inertia 6.Accelerated activity

11. © 2003 Prentice Hall Inc. All rights reserved.8–11 The Punctuated-Equilibrium Model E X H I B I T 8-3

12. © 2003 Prentice Hall Inc. All rights reserved.8–12 Group Behavior Model E X H I B I T 8-4

13. © 2003 Prentice Hall Inc. All rights reserved.8–13 External Conditions Imposed on the Group Imposed Conditions : Organization’s overall strategy Authority structures Formal regulations Resource constraints Selection process Performance and evaluation system Organization’s culture Physical work setting Imposed Conditions : Organization’s overall strategy Authority structures Formal regulations Resource constraints Selection process Performance and evaluation system Organization’s culture Physical work setting

14. © 2003 Prentice Hall Inc. All rights reserved.8–14 Group Member Resources  Knowledge, Skills, and Abilities –Interpersonal skills Conflict management and resolution Collaborative problem solving Communication –Personality Characteristics Sociability Initiative Openness Flexibility

15. © 2003 Prentice Hall Inc. All rights reserved.8–15 Group Structure - Roles  Formal Leadership –Leadership that is imposed on the group by the organization. –Leaders who derive their power from the positions they occupy in the organizational structure. –Formal leaders may or may not also be the informal leaders of the groups in which they function.

16. © 2003 Prentice Hall Inc. All rights reserved.8–16 Group Structure - Roles (cont’d)

17. © 2003 Prentice Hall Inc. All rights reserved.8–17 Group Structure - Roles (cont’d)

18. © 2003 Prentice Hall Inc. All rights reserved.8–18 Group Structure - Norms Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources norms Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources norms

19. © 2003 Prentice Hall Inc. All rights reserved.8–19 Group Structure - Norms (cont’d)

20. © 2003 Prentice Hall Inc. All rights reserved.8–20 Group Structure - Norms (cont’d)

21. © 2003 Prentice Hall Inc. All rights reserved.8–21 Examples of Cards Used in Asch’s Study E X H I B I T 8-5

22. © 2003 Prentice Hall Inc. All rights reserved.8–22 Typology of Deviant Workplace Behavior E X H I B I T 8-6

23. © 2003 Prentice Hall Inc. All rights reserved.8–23 Group Structure - Status Group Norms Status Equity CultureCulture Group Member Status

24. © 2003 Prentice Hall Inc. All rights reserved.8–24 Group Structure - Size Group Size Performance Expected Actual (due to loafing) Other conclusions: Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups. Other conclusions: Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups.

25. © 2003 Prentice Hall Inc. All rights reserved.8–25 Group Structure - Composition

26. © 2003 Prentice Hall Inc. All rights reserved.8–26 Group Structure - Cohesiveness Increasing group cohesiveness: 1.Make the group smaller. 2.Encourage agreement with group goals. 3.Increase time members spend together. 4.Increase group status and admission difficultly. 5.Stimulate competition with other groups. 6.Give rewards to the group, not individuals. 7.Physically isolate the group. Increasing group cohesiveness: 1.Make the group smaller. 2.Encourage agreement with group goals. 3.Increase time members spend together. 4.Increase group status and admission difficultly. 5.Stimulate competition with other groups. 6.Give rewards to the group, not individuals. 7.Physically isolate the group.

27. © 2003 Prentice Hall Inc. All rights reserved.8–27 Relationship Between Group Cohesiveness, Performance Norms, and Productivity E X H I B I T 8-7

28. © 2003 Prentice Hall Inc. All rights reserved.8–28 Group Processes

29. © 2003 Prentice Hall Inc. All rights reserved.8–29 Effects of Group Processes E X H I B I T 8-8 + – =

30. © 2003 Prentice Hall Inc. All rights reserved.8–30 Group Tasks  Decision-making –Large groups facilitate the pooling of information about complex tasks. –Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. –Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

31. © 2003 Prentice Hall Inc. All rights reserved.8–31 Group Decision Making  Strengths –More complete information –Increased diversity of views –Higher quality of decisions –Increased acceptance of solutions  Weaknesses –More time consuming –Increased pressure to conform –Domination by one or a few members –Ambiguous responsibility

32. © 2003 Prentice Hall Inc. All rights reserved.8–32 Group Decision Making (cont’d)

33. © 2003 Prentice Hall Inc. All rights reserved.8–33 Group Decision-Making Techniques

34. © 2003 Prentice Hall Inc. All rights reserved.8–34 Evaluating Group Effectiveness E X H I B I T 8-10