structure + performance Flashcards
norms
implicit consensus
regulatory standards
describe behaviours that should / shouldn’t be performed
4 types of norms
prescriptive
- identifies preferable behaviours
proscriptive
- prohibited behaviours
descriptive
- how you typically do, feel, think in a given situation
injunctive
- if not acted accordingly -> will be negatively evaluated
- not the same as proscriptive
- if it says should (not) = injunctive
4 reasons why norms are important
pluralistic ignorance
- think you’re the only one who privately disagrees
-> conform -> norm stays in place
group functioning
- organize interactions, increase predictability, enhance solidarity
influence
- on thoughts, feelings, actions
- can threaten or promote member’s health
internalization
- become internalized standards
- conform to avoid self-condemnation
roles
- definition
- importance
- two types
type of behaviour expected of individuals who occupy particular positions within the group
importance -> define responsibilities
independent of individuals
role differentiation happens over time in naturally formed groups
relationship role -> encourager, harmonize, follower
task role -> opinion /info giver, coordinator
role stress
- definition
- associations
source of group conflict and personal stress
- associated with tension, turnover, absenteeism, job satisfaction, work performance
3 role stress sources
role ambiguity
- it is not clear what is expected from you
role conflict
- int ER role = imbalance work + being a new parent
- int RA role = your role has competing aspects
e.g. you motivate students to write their thesis but you
have to grade it
person-role conflict -> role fit
reducing role stress
explicit role requirements
feedback on expected behaviour
good personnel assessment
intermember relations
- social network analysis
a map of who is connected to who by status / attraction / communication
degree centrality -> no. of connections to a node
- centralized -> more efficient if not too big, less satisfied
- non-centralized -> more satisfied but less efficient
social facilitation
- Zanjonc’s motivational analysis
improvement of performance in the presence of others
- both audience or in coaction
Zajonc’s motivational analysis
- social facilitation = simple tasks + dominant responses
- social interference = complex tasks + non dominant responses
theories of social facilitation
- drive theory
- physiological processes
- motivational processes
- cognitive processes
- personality
drive theory = others elevate drive levels
physiological processes = and neurological / increased arousal / social attentiveness
motivational processes = evaluation apprehension / social-presentation
cognitive processes = attentional conflict increases motivation
- Stroop task is better performed in presence of others
personality = (+) interpersonal orientation / high self-esteem / low neuroticism / attention-seekers
prejudice and social facilitation
prejudice = well-learned / dominant response
-> presence of others may lead to expressing even more biased opinions when they are in public rather than in private
social loafing effects
- ringelmann effect
- free riding
- sucker effect
- social compensation
ringelmann effect
- group size increases -> tend to become less productive
- lack of motivation -> social loafing
- coordination losses -> cannot combine efforts with max efficiency
free riding
- exert less effort because you believe others will compensate for you
sucker effect
- contributing less because you believe working too hard is seen negatively by the group
social compensation
- contributing more when you believe others aren’t doing much
5 ways to increase social motivation
increase identifiability
minimize free-riding by making group as small as possible
set goals - specific / clear
increase engagement by increasing interdependence
increase identification with the group - self < group
process model of group performance
- steiner’s law of productivity
- AP = PP - PL
actual productivity = potential productivity - process loss
process loss
- reduction in performance caused by dynamics that prevent the group from reaching the full potential
group performance dependent on the tasks
steiner’s law of productivity
- additive tasks
- compensatory tasks
- disjunctive tasks
- conjunctive tasks
- discretionary
additive
- individual inputs are added together
- the more the better / better together
compensatory
- averaging individual decisions together
- better together / wisdom of the group on easy tasks
disjunctive
- group selects one solution or product
- better alone or together? / problem when an expert is not recognized
conjunctive
- all members must contribute
- better together
discretionary
- depends on the activity
- task requirements are unclear and can choose method of combining individual inputs
