Chapter 8 Foundations of Group Behavior

Groups: Formal & Informal

The Five-Stage Model of Group Development 1) Forming - 2) Storming 3) Norming 4) Performing 5) Adjourning

5 Stage Model (continued)

The Punctuated-Equilibrium Model

Group Structure - Roles

Group Structure - Roles (cont’d)

Roles “Gone Bad” Stanford Prison Study (1973) Do “normal” people “change” when they are placed in a certain role? Do we act out the expected roles in a situation?

Group Structure - Norms Classes of Norms: Performance norms* are key

Conformity: Asch Studies Which line is the same length as “X”?

What’s the “best” size of a group? Smaller groups = faster task completion Larger groups = better problem solvers Larger groups may have more “social loafers” Groups of 5 or 7 (odd #) tend to show to best elements of both small and large groups Question: Should groups always strive for cohesiveness? What do you think?

Performance & Cohesiveness

Group vs. Individual Decision Making Strengths: Group More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions Weaknesses: Group More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility

Group Think & Group Shift

Group Decision Making Techniques Interacting group = a “typical” group meeting with face to face to discussion and communication Brainstorming = Idea generation & no criticism Nominal group technique = restrict discussion and allow pre-written ideas to be voiced Electronic meeting = communicating anonymously via a “chat room” or “message board” type environment (not very efficient)

Summary & Implications for Managers Performance: Structural factors show a relationship to performance. There is a positive relationship between role perception and an employee’s performance evaluation. Norms control group member behavior by establishing standards of right and wrong. The impact of size on a group’s performance depends upon the type of task in which the group is engaged.