1. 12 Group Dynamics Chapter Groups and Social Exchanges
The Group Development
Process
Roles and Norm: Social
Building Blocks for Group
& Organizational Behavior
Group Structure and
Composition
Threats to Group
Effectiveness

2. Formal Groups Fulfill Organizational and Individual Functions
12-4
Table 12-2
Formal Groups Fulfill Organizational and Individual Functions
Organizational Functions
Accomplish complex, independent tasks beyond the capabilities of individuals
Generate new or creative ideas or solutions
Coordinate interdependent efforts
Provide a problem-solving mechanism for complex problems
Implement complex decisions
Socialize and train newcomers
Individual Functions
Satisfy the individual’s need for affiliation
Develop, enhance and confirm individual’s self-esteem and sense of identity
Give individuals an opportunity to test and share their perceptions of social reality
Reduce the individual’s anxieties and feelings of insecurity and powerlessness
Provide a problem-solving mechanism for social and interpersonal problems
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3. Workplace Social Exchange Network
12-5
Figure 12-2
Workplace Social Exchange Network
Organization
Employee
Employee Organization Exchange
Supervisor/
leader
Employee Supervisor Exchange
Team
Employee Team Exchange
Exchange “Currencies” Available
Exchange “Currencies” Available
Employee Needs
Organizational Structure
Exchange Salience/Relevance
Organizational Culture
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4. Tuckman’s Five-Stage Theory of Group Development
12-6
Figure 12-3
Tuckman’s Five-Stage Theory of Group Development
Performing
Norming
Adjourning
Storming
Return to Independence
Forming
Dependence/ interdependence
Independence
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5. Roles Role expected behaviors for a given position
12-8
Roles
Role expected behaviors for a given position
Role Overload others’ expectations exceed one’s ability
Role Conflict others have conflicting or inconsistent expectations
Role Ambiguity Others’ expectations are unknown
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6. 12-10
Norms
Norm shared attitudes, opinions, feelings, or actions that guide social behavior
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7. 12-11
How Norms are Formed
Explicit statements by supervisors or coworkers
Critical events in the group’s history
Primacy
Carryout behaviors from past situations
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8. Task Roles 12-13 Initiator suggests new goals or ideas
Table 12-5
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
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
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9. 12-14
Table 12-5 cont.
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
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10. Threats to Group Effectiveness: The Asch Effect
12-16
Figure 12-5
Threats to Group Effectiveness: The Asch Effect
Comparison Lines Card
Standard Line Card
1 2 3
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11. Threats to Group Effectiveness: Groupthink
12-17
Threats to Group Effectiveness: Groupthink
Groupthink term for a cohesive in-group’s unwillingness to realistically view alternatives
Symptoms:
Invulnerability
Inherent morality
Rationalization
Stereotyped views of opposition
Self-censorship
Illusion of unanimity
Peer pressure
Mindguards
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