1. Interpersonal and Group Behavior Chapter 9

2. Interpersonal and Group Behavior Interpersonal Dynamics 1.Nature of Groups 2.Types of Groups 3.Stages of Group Development 4.Group Performance Factors Group Decision Making Intergroup Dynamics

3. 1. Nature of Groups The work group is the primary means by which managers coordinate individual behavior to achieve organizational goals.

4. 1. Nature of Groups A group is two or more people who interact with one another such that each person influences and is influenced by each other person.

5. 1. Nature of Groups Interaction The behavior of individuals affect the group, and is also affected by the group.

6. 1. Nature of Groups Interactions between individuals and groups can be professional and personal.

7. 1. Nature of Groups The nature of interactions depends in part on the relative goals of the parties involved.

8. 1. Nature of Groups Although groups often have goals, some members of a certain group may identify little or not at all with their group’s goal. People can be a part of a group and enjoy the benefits of group membership without wanting to pursue any group goal.

9. 1. Nature of Groups The quality of the interactions and the group’s performance may be affected by members’ lack of interest in the group goal.

10. 2. Types of Groups Groups may be differentiated on the bases of relative permanence and degree of formality.

11. 2. Types of Groups Formal – Command – Task – Affinity Informal – Friendship – Interest

12. 2. Types of Groups Formal – Formed by an organization to do its work Command – Relatively permanent – Has functional reporting relationships such as a group manager and those who report to that manager

13. 2. Types of Groups Task (or Special Project) – Relatively temporary – Created to perform a specific task – People typically remain members of their command groups while simultaneously serving in a task group – Command group duties may be temporarily reduced if the task group requires a great deal of time and effort

14. 2. Types of Groups Affinity – Relatively permanent – Collections of employees from the same level who meet on a regular basis to share information, capture emerging opportunities, and solve problems – Cross existing boundaries of the organization and facilitate better communication among diverse departments and divisions throughout the organization.

15. 2. Types of Groups Informal – Formed by their members Friendship – Relatively permanent – Draws its benefits from the social relationships among its members.

16. 2. Types of Groups Interest – Relatively temporary – Organized around a common activity or interest – Friendships may develop among members

17. 3. Stages of Group Development 1.Mutual Acceptance 2.Communication and Decision Making 3.Motivation and Productivity 4.Control and Organization =Forming =Storming, Norming =Performing (Tuckman, 1965)

18. 3. Stages of Group Development 1.Mutual Acceptance – Members get to know one another by sharing information about themselves – Test one another’s opinions by discussing subjects that have little to do with the group – Formal objectives may also be discussed, but such discussion will not be very productive.

19. 3. Stages of Group Development 2.Communication and DM – Discuss their feelings and opinions more openly – Explore different ideas to bring about a reasonable solution or decision – Discuss and agree on the group’s goals – Assign roles and tasks to each other – Begin to develop norms of behavior

20. 3. Stages of Group Development 3.Motivation & Productivity – Perform their assigned tasks – Cooperate and help each other – The group is accomplishing its work

21. 3. Stages of Group Development 4.Control & Organization – Members work together in a way that the group is now flexible, adaptive, and self-correcting – Able to remain productive over an extended period – The group is mature

22. 3. Stages of Group Development The stages are sequential and may overlap. Group productivity depends on successful development at each stage.

23. 3. Stages of Group Development A group that evolves fully through the four stages usually becomes a mature group, thus resulting to better performance.

24. 3. Stages of Group Development If members are forced into activities typical of a later stage while the work of an earlier stage remains incomplete, they are likely to become frustrated.

25. 3. Stages of Group Development When does a group usually need to go through the stages again?

26. 3. Stages of Group Development 1.When new members are added to the group 2.When the existing group gets a new task

27. 3. Stages of Group Development To maintain the cohesiveness and productivity of a well-developed group, they sometimes need to re-experience earlier stages.

28. 4. Group Performance Factors Composition Size Norms Cohesiveness

29. 4. Group Performance Factors Composition Homogeneous vs Heterogeneous

30. 4. Group Performance Factors Composition – Homogeneous Tends to have less conflict, fewer differences of opinion, smoother communication, and more interactions

31. 4. Group Performance Factors Composition – Homogeneous When the group task is simple When the group tasks are sequential When cooperation is necessary When quick action is required

32. 4. Group Performance Factors Composition – Heterogeneous Generates a wide range of viewpoints. More discussion and more conflict is likely, both of which can enhance the group’s decision making. When the task requires complex analysis of information and creativity to arrive at the best possible solution

33. 4. Group Performance Factors Composition – Heterogeneous When the task is complex When the task demands creativity When speed is less important than thorough deliberations

34. 4. Group Performance Factors Size Small vs Large

35. 4. Group Performance Factors Size – Large Group (Benefits) More resources available Ability to complete a large number of tasks Tend to produce more ideas

36. 4. Group Performance Factors Size – Large Group (Consequences) Greater complexity of interactions and communication More difficult to achieve agreement More opportunities for social interactions and lesser for task interactions May hinder some members’ attempts to contribute or participate due to the sheer number of similar efforts by other members

37. 4. Group Performance Factors Size – Social Loafing Tendency of some members not to put forth as much effort in a group situation as they would working alone. Results from the assumption that if they do not work hard, other members will pick up the slack.

38. 4. Group Performance Factors Norms – Standards against which the appropriateness of a behavior is judged – Enable people to behave in a manner consistent with and acceptable to the group

39. 4. Group Performance Factors Norms 1.Help the group survive 2.Simplify and make more predictable the behaviors expected of group members 3.Help the group avoid embarrassing situations 4.Express the central values of the group and identify the group to others

40. 4. Group Performance Factors Cohesiveness – Extent to which a group is committed to remaining together – Results from forces acting on the members to remain in the group

41. 4. Group Performance Factors Cohesiveness – Highly Cohesive Groups Generally more productive than less cohesive groups, but not necessarily always.

42. 4. Group Performance Factors Cohesiveness – Highly Cohesive Groups When a group’s goals are compatible with the organizational goals, a cohesive group will likely be more productive than one that is not cohesive.

43. 4. Group Performance Factors Cohesiveness – Highly Cohesive Groups But if such a group decides on a goal that has little to do with the business of the organization, it will likely achieve its own goal, at the expense of the organization’s.

44. Group Decision Making Group Polarization Groupthink Group Problem Solving

45. Group Decision Making Group Polarization – The shift of members’ attitudes and opinions to a more extreme position after group discussion.

46. Group Decision Making Group Polarization – Members may believe that because the group is deciding, they are not individually responsible for the decision or its outcomes. – This diffusion of responsibility may enable them to accept and support a decision more radical than those they would make as individuals.

47. Group Decision Making Groupthink – Desire for unanimity or harmony offsets the group’s motivation to appraise alternative courses of action.

48. Group Decision Making Groupthink Video: Jonestown Massacre

49. Group Decision Making Groupthink Video: Volkswagen Scandal

50. Group Decision Making Groupthink – Symptoms Shared illusion of invulnerability Collective efforts to rationalize or discount warnings Unquestioned belief in their own inherent morality

51. Group Decision Making Groupthink – Conditions Group cohesiveness Leader promotes his or her preferred solution Isolated from external expert opinions

52. Group Decision Making Groupthink – Prevention Devil’s advocate Independent groups, same issue Outside experts

53. Group Decision Making

54. Group Problem Solving – Brainstorming – Nominal Group Technique – Delphi Technique

55. Group Decision Making Group Problem Solving Video: IDEO Shopping Cart

56. Group Decision Making Group Problem Solving – Brainstorming The intent is to generate a list of totally new ideas or alternative solutions Stimulating creativity and encouraging members to build on each other’s contributions Does not provide the resolution to the problem, an evaluation scheme, or the decision itself

57. Group Decision Making Group Problem Solving – Nominal Group Technique Group members follow a generate-discuss-vote cycle until they reach a decision

58. Group Decision Making Group Problem Solving – Nominal Group Technique Helps overcome the negative effects of power and status differences among group members Used to explore problems to generate alternatives, or to evaluate them. Structured nature may limit creativity

59. Group Decision Making Group Problem Solving – Delphi Technique Method of systematically gathering judgments of experts for use in developing forecasts Uses questionnaires

60. Group Decision Making Group Problem Solving – Delphi Technique Physically dispersed Anonymity is desired Participants have trouble communicating with one another because of extreme differences of opinion Eliminates the often fruitful results of direct interaction

61. Intergroup Dynamics Interacting Groups Organizational Setting Task and Situational Factors

62. Intergroup Dynamics Interacting Groups – Individual Personalities, Attitudes – Group Development, Cohesiveness, Composition, Norms, Size Organizational Setting – History, Culture, Rule – Decision Making Processes – Goal and Reward Systems Task and Situational Factors – Task Uncertainty, Task Interdependence – Time and Goal Interdependence – Location, Resources

63. Intergroup Dynamics Interactional Systems Situational

64. Interpersonal and Group Behavior Chapter 9