Chapter 8

Question 1

Formal Groups

Answer 1

one defined by the organization’s structure with designated work assignments establishing tasks. The behaviors team members should engage in are stipulated by and directed toward organizational goals.

Question 2

Group

Answer 2

two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

Question 3

Informal Group

Answer 3

neither formally structured nor organizationally determined. They are natural formations in the work environment that appear in response to the need for social contract.

Question 4

Command Group

Answer 4

determined by the organization chart. It is composed of the individuals who report directly to a given manager. (formal)

Question 5

Task Group

Answer 5

also organizationally determined, represents individuals working together to complete a job task. Their boundaries are not limited to its immediate hierarchical superior; the group can cross command relationships. (formal)

Question 6

Interest Group

Answer 6

employees who band together to have their vacation schedules altered, to support a peer who has been fired, or seek improved working conditions have formed a united body to further their common interest. (informal)

Question 7

Friendship Group

Answer 7

social alliances, which frequently extend outside the work situation that can be based on common age or ethnic heritage, etc. (informal)

Question 8

Why people join groups?

Answer 8

1. Security
2. Status
3. Self-Esteem
4. Affiliation
5. Power
6. Goal Achievement

Question 9

5 stage model

Answer 9

characterizes groups as proceeding through the distinct stages of forming, storming, norming, performing, and adjourning.

Question 10

forming

Answer 10

characterized by a great deal of uncertainty about the group’s purpose, structure, and leadership. This stage is complete when members have begun to think of themselves as part of the group

Question 11

Storming

Answer 11

one of intra conflict. Members accept the existence of the group but resist the constraints it imposes on individuality. There is conflict over who will control the group. When this stage is complete there will be relatively clear hierarchy of leadership within the group

Question 12

Norming

Answer 12

close relationships develop and the group demonstrates cohesiveness. There is a strong sense of group identity and camaraderie. It is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior.

Question 13

Performing

Answer 13

the structure is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand.

Question 14

Adjourning

Answer 14

preparation for disbanding.

Question 15

Group Properties

Answer 15

Roles
Norms
Status
Size
Cohesiveness

Question 16

Role

Answer 16

a set of expected behavior patterns attributed to someone occupying a given position in a social unit.

Question 17

Role Perception

Answer 17

our view of how we’re supposed to act in a given situation

Question 18

Role Expectation

Answer 18

the way others believe you should act in a given context.

Question 19

Role COnflict

Answer 19

when compliance with one role requirement may make it difficult to comply with another.

Question 20

Norms

Answer 20

acceptable standards of behavior shared by their members that express what they ought and ought not to do under certain circumstances.

Question 21

Reference Groups

Answer 21

a person is aware of other members, defines himself as a member or would like to be a member, and feels group members are significance to him. The implication, then, is that all groups do not impose equal conformity pressures on their members.

Question 22

Deviant Workplace Behavior

Answer 22

voluntary behavior that violates significant organizational norms and, in doing so, threatens the well being of the organization or its members. It is most likely to flourish where it’s supported by group norms.

Question 23

According to Status Characteristic Theory, status is from (3)

Answer 23

• The power a person wields over others
• A person’s ability to contribute to a group’s goals
• An Individual’s personal characteristics

Question 24

Social Loafing

Answer 24

he tendency for individuals to expend less effort when working collectively than alone.

Question 25

Cohesiveness

Answer 25

the degree to which members are attracted to each other and motivated to stay in the group. It is important because it affects group productivity.

Question 26

Strengths of Group Decision making

Answer 26

1. more complete information and knowledge
2. increased diversity of views
3. acceptance of a solution

Question 27

Weakness of Group Decision making

Answer 27

1. They are time consuming.
2. Conformity pressures
3. Group discussion can be dominated by one or a few members.
4. Group decisions suffer from ambiguous responsibility

Question 28

how to be effective and efficient (3)

Answer 28

speed
creativity
acceptance

Question 29

Group Think

Answer 29

relates to norms. It describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. It is a disease that attacks many groups and can dramatically hinder their performance

Question 30

Group Shift

Answer 30

describes the way, in discussing a given set of alternatives and arrives at a solution, group members tend to exaggerate the initial position they hold.

Question 31

Brainstorming

Answer 31

can overcome the pressures of conformity that dampen creativity by encouraging any and all alternatives while withholding criticism.

Question 32

Nominal Group Technique

Answer 32

restricts discussion or interpersonal communication during the decision making process, hence the term nominal