chapter 8 - groups

Question 1

what is a group

Answer 1

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

Question 2

formal group

Answer 2

defined by the organization’s structure, with designated work assignments and established tasks
- behaviours are stipulated and directed toward organizational goal

Question 3

informal group

Answer 3

neither formally structured or organizationally determined (meet for the need of social contact)

Question 4

five stage group development model

Answer 4

forming, storming, norming, performing, adjourning

Question 5

forming stage

Answer 5

uncertainty about group’s purpose, structure and leadership. members determine acceptable behaviour. stage is complete when members have begun to think of themselves as part of a group

Question 6

storming stage

Answer 6

one of intragroup conflict. members accept the group but resist the constraints it imposes on individuality. conflict over who is leader. stage is complete when there is clear hierarchy

Question 7

norming stage

Answer 7

close relationships develop and the group demonstrates cohesiveness. strong sense of group identity and camaraderie. stage is complete when group structure solidifies and set expectations about behaviour

Question 8

performing stage

Answer 8

structure is fully functional. group energy has advanced from understanding to performing. (last stage of permanent groups)

Question 9

adjourning stage

Answer 9

wrapping up activities and preparing to disband. can be positive or negative

Question 10

alternative model for temporary groups with deadlines

Answer 10

1. first meeting sets group direction
2. first phase of group activity is one of inertia and thus slower progress
3. a transition takes place exactly when the group has used up half its allotted time
4. this transition initiates major changes
5. a second phase of inertia follows transition
6. groups last meeting has accelerated activity

Question 11

role perception

Answer 11

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

Question 12

role expectations

Answer 12

the way others believe you should act in a given context (conflicts arise when people do not have shared expectations)

Question 13

role conflict

Answer 13

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

Question 14

Norms

Answer 14

acceptable behaviour shared by group members that express what group members ought and ought not to do under certain circumstances

Question 15

conformity

Answer 15

being one of a group and therefore avoiding being noticeably different. can limit creativity. collectivistic cultures more likely to conform

Question 16

reference groups

Answer 16

important groups to which individuals belong or hope to belong to and who’s norms individuals are likely to conform to

Question 17

deviant workplace behaviour

Answer 17

voluntary behaviour that violates significant organizational norms and threatens the well-being of the organization and members (more likely to occur when supported by group norms)

Question 18

status

Answer 18

a socially defined position or rank given to groups or group members by others (permeates every society). A significant motivator and has major behavioural consequences when individuals perceive a disparity between what they believe their status is and what others perceive it to be

Question 19

who determines status?

Answer 19

derives from 3 sources:
1. the power a person wields over others
2. a person’s ability to contribute to group goals
3. an individual’s personal characteristics

Question 20

High status people in groups are:

Answer 20

more assertive, more likely to speak out, criticize more, state more commands, and interrupt

Question 21

social loafing

Answer 21

the tendency for individuals to expand less effort when working in a group than alone

Question 22

how to reduce social loafing

Answer 22

set group goals. increase intergorup competition. engage in peer evaluation. select members who have high motivation. base group rewards in apart on each members unique contributions

Question 23

cohesiveness

Answer 23

the degree to which members are attracted to each other and motivated to stay in the group

Question 24

how to encourage group cohesiveness

Answer 24

• make groups smaller
• encourage agreement with group goals
• increase the time members spend together
• isolate group
• give rewards to group as a whole
• stimulate competition with other groups

Question 25

group diversity

Answer 25

the degree to which members of the group are similar to, or different from, one another
- can increase group conflict
- unique ways to solve problems

Question 26

faultlines

Answer 26

perceived divisions that split groups into 2 or more subgroups based on individual differences such as sex, race, age, work experience, and education

Question 27

strength of group decision making

Answer 27

• groups generate more complete information
• offer increased diversity of views
• increased acceptance of a solution
  -generally more accurate
• more creative

Question 28

weaknesses of group decision making

Answer 28

• time consuming
• conformity pressures
• discussion can be dominated by one or few members
• decisions can suffer form ambiguous responsibility

Question 29

group think

Answer 29

relates to norms and describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views

Question 30

group shift

Answer 30

describes the way group members tend to exaggerate their initial positions when discussing alternatives and arriving at a solution

Question 31

when does group shift happen?

Answer 31

when there is a clear group identity, when members hold a positive image of their group that they want to protect, and when the group perceives a collective threat to this positive image

Question 32

what are the symptoms of group think?

Answer 32

1. Members rationalize any resistance to the assumptions they’ve made no matter how strongly the evidence may contradict their basic assumptions
2. Members apply direct pressure on those who express doubts about any of the groups shared views or who question the validity of arguments supporting the alternative favoured by the majority
3. Members who have doubts or differing points of view seek to avoid deviating from what appears to be group consensus by keeping silent about misgivings and even minimizing to themselves the importance of their doubts
4. 4. There is an illusion of unanimity. If someone doesn’t speak, its assumed that person is in full accord. Abstention becomes a “yes’ vote

Question 33

how to minimize groupthink

Answer 33

• monitor group size
• encourage group leaders to play an impartial role
• leaders actively seek input
• should be a devils advocate
• stimulate active discussion

Question 34

interacting groups

Answer 34

typical groups in which members interact face to face and rely on both verbal and nonverbal interaction to communicate

Question 35

brainstorming

Answer 35

• Can overcome the pressures for conformity that dampen creativity by encouraging any and all alternatives while withholding criticism
  
  • Freewheel as many alternatives as they can give in a given length of time
  • Less efficient than individual working alone
  • Production blocking

Question 36

nominal group technique

Answer 36

• Group members are physically present, but operate individually
• Restricts discussion or interpersonal communication during the decision making process
  Outperform brainstorming groups

Question 37

steps in nominal group technique

Answer 37

1. Before any discussion takes place, each member independently writes down ideas on the problem
2. After the silent period, each member presents one idea to the group. No discussion takes place until all ideas are presented
3. The group discusses the ideas for clarity and evaluates them
4. Each group member silently and independently ranks the ideas