Human Behavior 2102 MODULE 7 Flashcards
is defined as two or more individuals, interacting and interdependent, who have come together to achieve
particular objectives (Robbins and Judge). Groups can be either formal or informal.
A group
those defined by the organization’s structure, with designated work assignments.
Formal groups
– a relatively permanent, formal group composed of individuals who report directly to a manager
Command group
collections of employees from the same level in the organization who meet regularly to share
information, discuss opportunities, and solve problems.
Affinity groups
people working together to complete a job task
Task Group/Force
–a group that is established by its members (Griffin, et al). It is neither formally structure nor
organizationally determined. These are natural formations in the workplace in response to the need for social contacts.
Informal group
– people working together to attain a specific objective with which each is concerned. Workers seek
to achieve a common goal based on their membership in the organization. Employees band together to improve
working conditions, to support a peer—formation of a united body to further their common interests.
Interest Group
people brought together because they share one or more common characteristics; made up of employees who enjoy each other’s company.
Friendship Group
is a perspective that considers when and why individuals consider themselves members of groups.
Social identity theory
occurs when we see members of our group as better than other people and people not in our group as all the same.
Ingroup favoritism
which can mean everyone outside the group but usually an identified other group. There is often animosity between them
outgroup
which is similar to stereotype threat.
social identity threat
members get to know one another by sharing information about themselves
Forming stage
– members accept one another; discuss their feelings and opinions, which can cause conflict. The members begin to see themselves as part of a team and develop norms of behavior during this stage.
Storming stage
Close relationships develop and the group demonstrates cohesiveness. Members perform their assigned tasks, cooperate and help one another to accomplish goals. There is strong sense of identity and camaraderie.
Norming stage
– the group is fully functional. The group works effectively toward accomplishing its goals. For permanent work groups, this is the last stage in group development.
Performing stage
a set of expected behavior patterns attributed to someone occupying a given position in a social unit. We are required to play diverse roles, on and off our jobs.
Role
certain attitudes and behaviors consistent with a role.
Role identity
our view of how we are supposed to act in a given situation. This is based on an interpretation of how we believe we are supposed to behave, we engage in certain types of behavior.
Role perception
– the way others believe you should act in a given situation. How you behave is determined to
a large extent by the role defined in the context in which you are acting.
Role expectations
a situation in which an individual is confronted by divergent role expectations. It exists when an individual finds that compliance with one role requirement may make it difficult to comply with another
Role conflict
when the expectations of different, separate groups are in opposition.
interrole conflict
are standards of behavior against which the appropriateness of a behavior is judged
Norms
is the adjustment of one’s behavior to align with the norms of the group. As a member of a group,
you desire acceptance by the group. This will make you susceptible to conforming to group norms
Conformity
in which a person would like to be a member, and group members are significant to him
reference group
refers to voluntary behavior that violates significant organizational norms and harmful to the firm and/or its members, exist in organizations. Someone who ordinarily wouldn’t engage in deviant behavior might be more likely to do so when working in a group.
Deviant workplace behavior
– is a socially defined position or rank given to groups or group members by others.
Status
differences in status characteristics create status hierarchy within
groups
Status characteristics theory
—a dozen or more members—are good for gaining diverse input.
Large groups
—seven members—are better at doing something productive. Individuals perform better in
smaller groups than in larger ones.
Small groups
the tendency for individuals to expend less effort when working collectively than when working individually.
Social loafing
– the degree to which group members are attracted to each other and are motivated to
stay in the group. Cohesiveness is important because it has been found to be related to group’s productivity.
cohesiveness
the extent to which members of a group are similar to, or different from, one another.
Diversity
perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race,
age, work experience and education
faultlines
is related to norms. It describes situations in which groups group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Groupthink is a disease that attacks many groups and can dramatically hinder their performance.
Group think
a change between a group’s decision and an individual decision that a member within the group
would make; the shift can be toward either conservatism or greater risk. More often, groups tend toward a more extreme version or greater risky shift than the group’s original position.
Groupshift
– typical groups in which members interact with each face-to-ace.
Interacting groups
– an idea generation process that specifically encourages any and all alternative while withholding any criticism of those alternatives. In brainstorming session, the leader states the problem while members suggest as many alternatives as they can. No criticism is allowed. One idea stimulates others, and group members are
encouraged to “think the unusual.”
Brainstorming
– a group decision-making method in which individual members meet face-to-face
to pool their judgments in a systematic but independent fashion. This technique restricts discussion or
interpersonal communication during the decision making process
nominal group technique
is defined as an interdependent collection of at least two individuals who share a common goal and share
accountability for the team’s as well as their own outcomes
A team
is a group that interacts primarily to share information and to make decisions to help group
member perform within his or her area of responsibility.
work group
is a group whose individual efforts result in performance that is greater than the sum of the individual
inputs.
work team
members come from the same department or functional areas.
Functional teams
– members come from different departments or functional areas.
Cross-functional teams
created to solve problems and make improvements
Problem-solving teams
help develop firm’s direction, important to have diversity in it to avoid group think
Top Management teams
members are empowered to complete some given work
Self-managed Teams
members are from different of cultures
Cross-cultural Teams
teams of physically dispersed members who communicate using telecommunications and
information technologies in order to achieve a common goal
Virtual teams
teams who create new products
Research & Development Teams
– the support the group receives from the organization.
Adequate resources
they should agree on who is to do what and ensure that all members contribute
equally in sharing the work load.
Leadership and structure
members of effective teams trust each, and also exhibit trust in their leaders.
Climate of trust
management should consider group-based appraisals, profitsharing, gainsharing, small-group incentives, and others that reinforce team effort and commitment.
Performance evaluation and reward systems
a team must have (1) technical expertise, (2) problem-solving and decision-making skills,
and (3) interpersonal skills
Abilities of members
Recent studies suggested that openness, agreeableness, and conscientiousness, the three of the Big Five traits are important for team effectiveness.
Personality of members
– teams have different needs, and people should be selected for a team to ensure that all the various roles are filled.
Allocation of roles
There are nine potential team roles:
1. coordinates and integrates
2. initiates creative ideas
3. champions ideas after they’re initiated
4. offers insightful analysis of options
5. provides structure
6. provides direction and follow-through
7. examines details and enforces rules
8. – fights external battles
9. – encourages the search for more information
- linker
- creator
- promoter
- assessor
- organizer
- producer
- controller
- maintainer
- adviser
Meta-analytic reviews of research literature shows that demographic diversity is not related to team’s overall performance. Diversity in function and expertise are positively related to group performance, but these effects are quite small and depend on the situation.
Diversity of members
Research indicate that diversity created by national differences interfere with team
processes, at least in the short term. Cultural diversity in teams is advantageous for tasks that call for a variety of
viewpoints, but will cause more difficulty in learning to work with each other and solving problems.
Cultural differences
Most experts agree that keeping teams small is a key to improving group effectiveness.
Size of teams
individual preferences, abilities, personalities, and skills should be considered.
Member preferences
effective teams have a common plan and purpose that provides direction, momentum, and commitment for members. This purpose is a vision, or master plan.
Common plan and purpose
common purpose are translated into specific, measurable, and realistic performance goals
Specific goals
– effective teams have confidence in themselves
Team efficacy
when people connect emotionally with the groups they’re in, they are more likely to invest in their relationship with those groups. It’s the same with teams.
Team identity
– members are emotionally attached to one another and motivated toward the team.
Team cohesion
effective team have accurate and common mental models—knowledge and beliefs (a
“psychological map”) about how the work gets done.
Mental models
conflict on a team isn’t bad. Conflict can improve team effectiveness except relationship conflicts
Conflict levels
the fact individuals can hide inside a group, they can engage in social loading and coast on the
group’s effort because their individual contributions can’t be identified.
Social loafing
- When hiring team members, ensure that candidates can fulfill their team roles as well as
technical requirements.
Hire team players
People can be trained to become team players. Training specialists conduct exercises that allow employees to experience the satisfaction that teamwork can provide.
Train to create team players
Reward systems should be designed to encourage cooperative efforts rather than
competitive ones. Promotions, pay raises, and other forms of recognition should be given to individuals who work effectively as collaborative team members.
Reward good team players.
