Chapter 9 Flashcards
GROUP
2 or more individuals interacting and interdependent, who have come together to achieve particular objectives.
FORMAL GROUP
a designated work group defined by an organization’s structure.
INFORMAL GROUP
a group that is neither formally structured nor organizationally determined: such a group appears in response to the need for social contact.
SOCIAL IDENTITY THEORY
perspective that considers when and why individuals consider themselves members of groups; people have emotional reactions to the failure or success of their group because their self- esteem gets tied into the performance of said group. Ex. sports fans with the lose of a big game
FIVE STAGE GROUP DEVELOPMENT MODEL
the 5 distinct stages groups go through are: forming, storming norming, performing and adjourning
FORMING STAGE
1st stage of group development characterized by a lot of uncertainty
STORMING STAGE
2nd stage of group development characterized by intragroup conflict
NORMING STAGE
3rd stage of group development characterized by close relationships and cohesiveness.
PERFORMING STAGE
4th stage of group development during which the group is fully functional
ADJOURNING STAGE
the final stage of group development for temporary groups, characterized by concern with wrapping up activities rather than task performance.
PUNCTUATED EQUILIBRIUM MODEL
a set of phases that temporary groups go through that involve transitions between inertia and activity.
ROLE PERCEPTION
an individual’s view of how he or she is supposed to act in a given situation. (GROUP PROPERTY 1)
ROLE EXPECTATIONS
how others believe a person should act in a given situation (GROUP PROPERTY 1)
NORMS
acceptable standards of behavior within a group that are shared by the group’s members. (GROUP PROPERTY 2)
DEVIANT WORKPLACE BEHAVIOR
voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility
ROLE CONFLICT
a situation in which an individual is confronted by divergent role expectations (GROUP PROPERTY 1)
ROLE PLAY AND ASSIMIILATION
the degree to which we comply with our role perceptions and expectations even when we don’t agree with them, i.e., the Stanford prison experiment (GROUP PROPERTY 1)
ROLE PLAY AND ASSIMIILATION
the degree to which we comply with our role perceptions and expectations even when we don’t agree with them, i.e., the Stanford prison experiment
CONFORMITY
(GROUP PROPERTY 2) the adjustment of one’s behavior to align with the norms of the group; AsCh Study- rather be wrong and part of the group than be right and be alone
STATUS
(GROUP PROPERTY 3) a socially defined position or rank given to groups of group members by others; equity- important for group members to believe the status hierarchy is equitable
SIZE
(GROUP PROPERTY 4) Social Loafing in larger groups
COHESIVENESS
(GROUP PROPERTY 5) the degree to which group members are attracted to each other and are motivated to stay in the group
DIVERSITY
(GROUP PROPERTY 6) the extent to which members of a group are similar to, or different from, one another; can take a toll on cohesiveness in the beginning
GROUPTHINK
a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of actions; group agreeing on the dominant view, generally the leader’s view, without any discussion or conflict
GROUP SHIFT
a change between a group’s decision and an individual decision that a member within the group would make; the shift can be toward wither conservatism or greater risk but generally is a more extreme version of the group’s original position. Ex. riots
INGROUPS
favoritism occurs when we see members of our group as better than other people not in our group as all the same
OUTGROUP
which is sometimes everyone not in the ingroup, but usually an identified group known by the ingroup member
LARGE GROUPS
good for gaining diverse input, fact finding, or idea generating (12 or more)
SMALL GROUPS
better doing something with productivity (output) (7 members or less)
GROUP DECISION MAKING STRENGTHS
more complete information and knowledge
increased diversity of views
increased acceptance of solutions
GROUP DECISION MAKING WEAKNESSES
time consuming
conformity pressures
dominance of few members`
GROUP DECISION MAKING TECHNIQUES
takes place in interacting groups
brainstorming (sometimes good; sometimes bad)
nominal group technique restricts discussion
