1. 8-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

2. Chapter 8 8 People, Groups, and Their Leaders

3. 8-3 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Why Do People Join Groups? McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Most people fall into two groups:  Formal groups  Usually governed by the formal structure of the organization.  Informal groups  Tends to form around common interests, habits, and personality traits. continued

4. 8-4 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Why Do People Join Groups? continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. People join groups to fulfill needs that can’t be fulfilled when acting alone. Those needs and their fulfillment fit the following categories:  Affiliation  Assistance  Attraction  Proximity  Activities

5. 8-5 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. What Makes a Group? McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Group people who interact people who maintain stable relationships people who share common goals people who form subgroup s people who have unspoken or formal rules and norms

6. 8-6 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Formal Groups and Their Development McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. There are usually four distinct stages of the development of any group:  Forming  Redefining  Coordinating  Formalizing continued

7. 8-7 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Formal Groups and Their Development continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. All four focus on the two behaviors of the group:  Task Activity  Group Process

8. 8-8 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Status and Conformity in Groups McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  As groups form, members begin to develop respect for each other. Rarely, however, is everybody in the group respected equally. Thus, status in the group becomes increasingly important. continued

9. 8-9 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Status and Conformity in Groups continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  When group norms have been established and status issues have been sorted out, conformity becomes an issue. continued

10. 8-10 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Status and Conformity in Groups continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Conformity also has an ugly side. Too much of it can kill creativity and discourage people from saying what is really on their minds.  One example is the problem called groupthink.

11. 8-11 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Informal Groups McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. All informal groups within organizations:  Are fulfilling the needs of members.  Are usually necessary to an organization.  Are always changing.  Are not affected by formal boundaries.

12. 8-12 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Barriers to Group Effectiveness McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Groupthink, as defined by Irving Janis: “A mode of thinking... when the members’ striving for unanimity overrides their motivation to realistically appraise courses of action.” continued

13. 8-13 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Barriers to Group Effectiveness continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Three different types of bad decisions come out of groupthink:  Those that result from believing too much in the great worth and status of the group.  Those that lead to closed-mindedness.  Those that have to do with too much pressure for conformity.

14. 8-14 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Solutions to Group Effectiveness Barriers McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. 1. Changing ineffective norms 2. Identifying problems 3. Improving the composition of the group

15. 8-15 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Hidden Agendas McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Have you ever been in a group where nothing seemed to be getting done? Perhaps you looked around to figure out why. Hidden agendas may have been part of the problem.  Hidden agendas are the secret wishes, hopes, desires, and assumptions hidden from the group. People often try to accomplish hidden agendas while pretending to care about group goals.

16. 8-16 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Leadership: What It Is and What It Requires McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Without effective leadership, groups function poorly or not at all.  Leadership is the ability to influence others to work toward the goals of an organization.

17. 8-17 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Versus Management McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. According to Warren Bennis:  Good managers do things right.  Managers go through the motions.  Effective leaders do the right things.  Leaders have the real power in the organization. The manager who is also a leader is the most effective of managers.

18. 8-18 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  One popular method of understanding leadership is to examine the four common styles used by most leaders.  These styles are based mostly on the extent to which the leader includes others in the process of making decisions. continued

19. 8-19 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. LeadershipStyles AutocraticLeadersConsultativeLeadersParticipativeLeadersFree-ReinLeaders continued

20. 8-20 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Which of the four leadership styles is best? The answer will depend on two variable:  The situation will often determine the most effective style.  The personality and skill level will be a factor.

21. 8-21 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Leaders and the Use of Power and Authority McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The effectiveness of a leader also depends greatly on the leader’s attitude toward power.  Some leaders have authority but little to no power.

22. 8-22 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sources of Power McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Position power is based at least in part on the position of the person using the sources of power:  Legitimate power  Reward power  Coercive power continued

23. 8-23 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sources of Power continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Personal powers have their source in the personalities of those who them:  Networking power  Expert power  Charismatic power

24. 8-24 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 8.1: Watching for Hidden Agendas 1. Strong emotions in other members. 2. Contradictions between verbal and nonverbal signals. 3. Themes that keep coming up, perhaps disguised, even after the formal topic has been changed 4. Agenda conflicts that involve a group member’s self-esteem.

25. 8-25 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 8.2: Strengthening Your Leadership Power 1. Strengthen your legitimate power. 2. Strengthen your reward power. 3. Strengthen your coercive power. 4. Strengthen your networking power. 5. Strengthen your expert power. 6. Strengthen your charismatic power.

26. Chapter 8 8 End of Chapter 8