CH 9. Group Development Flashcards
Groups
Two or more individuals, interacting and interdependent, have come together to achieve objectives.
Types of Groups
Formal and Informal
Formal Group
Defined by the organization’s structure
Informal Group
Alliance that are neither formally structured nor organizationally determined
Social Identity Theory
Considers when and why individuals consider themselves members of groups
Ingroups
Favoritism occurs when we see members of our group as better than other people, and people not in our group all the time
Outgroups
Which is sometimes everyone else, but is usually an identified group known by the ingroup’s members
Social Identity Threat
Something that can threats how you are viewed by the (in)group
Group Formations
Phase 1 - Meeting
Phase 2 - Completing
What are the Six Group Properties?
Roles
Norms
Status
Size
Cohesiveness
Diversity
Roles
A set of expected behavior patterns attributed by someone occupying a given position in a social unit
Perception
One perception of how to act in each situation
Expectation
How others believe one should act in a given situation
Conflict
Situation in which an individual faces divergent role expectations
Norms
Acceptable standards of behavior within a group that are shared by the group’s members. Generally, an informal status order is based on ranking and command of needed resources.
Norms and Emotions
Individuals’ emotions influenced the group’s emotions and vice versa
Positive Norms and Group Outcome
If an employee aligns their thinking with positive norms, these norms become stronger, and the probability of positive impact grows exponentially
Counterproductive work behavior (CWB) or deviant workplace behavior
Status
A socially defined position or rank given to groups or group members by others.
High status
Individuals often have more freedom to deviate from norms
High-status people
Often more assertive
Size
The result of the overall behavior of the group
large groups (12+)
Good for gaining diverse input, fact-finding, or idea-generating
Small groups (7 or less)
Better doing something with productivity (output)
Social Loafing
The tendency for individuals to expend less effort when working collectively rather than alone. (slacker)
Cohesiveness
The degree to which members are attached and less likely they’re to leave the group.
The more attached they are the more motivated they are to stay in the group
Productivity Level
High norms and cohesiveness - High productivity
Norms high and cohesiveness low - Moderate productivity
Norms low and cohesiveness high - Low productivity
Low norms and cohesiveness - Moderate productivity
Diversity
Degree in which the members are similar to or different from one another
Faultlines
Perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education
Group Decision Making
Strengths
More complete information and knowledge
Increased diversity of views
Increased acceptance of solutions
Weaknesses
Time-consuming
Conformity pressures
Dominance of a few members
Group Thinking
A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. (Go with the Flow)
Group Shifting
A change between a group decision and an individual decision that a member within the group would make
-In groups, discussion leads members toward a more extreme view of the position they already held
-Conservative become more cautious, and more aggressive types take on more risk
What are the 3 Techniques for Group Decision Making?
Interacting
Brainstorming
Nominal Group Technique
Interacting Group Decision Making
Typical decision-making technique
Speed: Moderate
Pros
Low cost
Low task orientation
High Commitment to solution
High Development of group cohesiveness
Cons
Quantity and quality of ideas are low
High social pressure
Potential for interpersonal conflict
Brainstorming Group Decision-Making
Speed: Moderate
Quantity and Quality of ideas: Moderate
Commitment to solution: Varies
Pros
Low social pressure
Low cost
Low Potential for interpersonal conflict
High Development of group cohesiveness
Can overcome pressures for conformity.
May generate ideas
Cons
High tasks orientation
May not generate ideas effectively
People talking at the same time
Nominal Group Decision Making
Quantity and Quality ideas: High
Speed: Moderate
Commitment to solution: Moderate
Development of group cohesiveness: Moderate
Pros
Low cost
Cons
High task orientation
Potential for interpersonal conflict
Social pressure
Restricts discussion or interpersonal communication during the decision-making process
