2. FOUNDATIONS OF GROUP BEHAVIOR

3. Types of Groups

4. Stages of Group Work 5 STAGE MODEL
Forming: uncertainty about group’s structure & leadership
Storming: conflict within the group regarding control
Norming: close relationships, group structure in place
Performing: group fully functional
Adjourning: concerned with wrapping up activities.

5. Punctuated - Equilibrium Model
Timing of when the groups form and change the way they work is highly consistent.
1st meeting : sets the group’s directions
Phase1: period of inertia. locked into fixed course of action
Transition at halfway mark: concentrated burst of changes sets revised directions for phase2
Phase2: execute plans created during transition
Completion: final burst of activity to finish its task

6. Sociometry: Seeks to find out who people like or dislike to work with.
Sociogram: is visual representation of preferred social interactions
Applications: predict grapevine, turnover, conflict

7. Prescribed clusters: formal groups Emergent clusters: informal groups Coalition: clusters who temporarily come together to achieve a specific purpose Cliques: relatively permanent informal groups which involve friendship Stars: individuals with most linkages in a network Isolates: individuals who are not connected to a social network

8. Roles
Role identity: behaviors consistent with role union leader promoted to manager
Role perception: how he is supposed to act in a given situation: internship programs
Role conflict: confronted by divergent role expectations, manager to report against plant manager to MD

9. TO WHAT EXTENT DOES ROLE IMPACT AN INDIVIDUAL’S BEHAVIOR?
ZIMBARDO’S SIMULATED PRISON EXPERIMENT

10. Norms
Norms: acceptable standards of behavior within a group that are shared by the group’s members.
List different types of group norms

11. Norms Appearance norms: appropriate dress code
Arrangement norms: come from informal work groups and regulate social interactions
Performance norms: how hard to work, level of output. Extremely powerful in effect

12. To what extent does STATUS impact an individual’s behavior & attitude
William Whyte restaurant experiment

13. Status
Status: a socially defined position given to groups by others. It is a significant motivator
What are the status determinants used by:
1. Business executives
2. Government bureaucrats
3. Workers
seniority, pay & company, size of budget/department,

14. Status
Business executives use pay or reputation of their company as status determinants,
Government bureaucrats use the size of their budgets
Workers use seniority.

15. What is the ideal group size? Diversity?

16. Maximum cohesiveness leads to max productivity.
Degree to which group members are attracted to each other & are motivated to stay in the group.
Relationship of cohesiveness to productivity
Maximum cohesiveness leads to max productivity.
True or False?
 Why?

17. Cohesiveness False Relationship of cohesiveness to productivity
Max. cohesiveness + Max. performance norms leads to
Max productivity.
Cohesiveness is increased by?

18. Cohesiveness Increase cohesiveness by: 1. making the group smaller
2.       encourage agreement with group goals
3.       increase time spent together
4.       stimulate competition with other groups
5.       positive reinforcement to group not individual
        

19. group decisions strengths & weaknesses?

20. Groupthink Symptoms of groupthink phenomenon:
1. members do not speak up because of shyness
2.  silence is seen as an agreement
3.  group pressurizes those who express doubts
4.  members who have doubts minimize their importance
5.  there is an illusion of unanimity.

21. Groupshift
In discussing alternatives members exaggerate their position ( aggressive or conservative ) & groups tend towards a risky shift.
Why?
Groupshift diffuses individual responsibility

22. TEAMS

23. Work Group v/s Work Team
Work groups
Criteria
Work teams
Share info.
Goal
Collective performance
Neutral or -ve
Synergy
positive
Individual
Accountability
Individual & mutual
Varied
Skills
Complementary

24. Creating high-performance teams
* Size
* Communication
* Trust
* Abilities: matching individual skills with task
* Commitment to a common vision
* Goals: realistic & measurable
* Performance evaluation & rewards: team & individual

25. Why would you trust your boss or what you would expect your boss to be?

26. The Dimensions of Trust
* Integrity: honesty
 * Competence: technical knowledge & interpersonal skills
 * Consistency: reliability, predictability
* Loyalty: willingness to protect & stand up for a person
* Fairness in dealings
* Openness: willing to share ideas & information freely