GROUP
1. The Five-Stage Model 1. The Five-Stage Model 2. Group Properties
3. Group Decision Making Techniques
THE FIVE-STAGE MODEL
FIRST STAGE: Forming Stage
Uncertainty about the group’s purpose, structure and leadership.
structure and leadership.
Members “test the waters” to determine what types of behaviors are acceptable.
Stage is complete when members begin to think themselves as part of a group.
SECOND STAGE: Storming Stage
Intra-group conflict
Members accept the existence of the group
Resists the constraints it imposes on
Resists the constraints it imposes on individuality
Conflict over who will control the group
At the end of this stage, there is clear
THIRD STAGE: Norming Stage
Close relationships develop
Groups exhibit cohesiveness
Strong sense of group identity
Strong sense of group identity
It is complete when group structure solidifies and assimilates a common set of expectations
FOURTH STAGE: Performing Stage
Close relationships develop
Groups exhibit cohesiveness
Strong sense of group identity
Strong sense of group identity
It is complete when group structure solidifies and assimilates a common set of expectations
LAST STAGE: Adjourning Stage
Wrapping up activities
Preparing to disband
Happy with the successful completion of task
Happy with the successful completion of task
May be depressed over the loss of friendship gained during the work group’s life.
GROUP PROPERTIES
Group Property 1: ROLES
A set of expected behavior patterns attributed to someone occupying a given position in a
social unit.
ROLE PERCEPTION
Our view of how we’re supposed to act in a given situation
We learn from stimuli around us. For eg- friends,
ROLE EXPECTATIONS
The way others believe you should act in a
given context
For eg- Supreme court around us. For eg- friends,
television, books
For eg- Supreme court judge, Professor
ROLE CONFLICT
When compliance with one role make it difficult to comply with another, it results in role conflict.
Group Property 2: NORMS
Acceptable standards of behavior shared by the members that express what they ought and ought not to under certain circumstances and ought not to under certain circumstances
The Hawthorne Studies
Group Conformity
Deviant Workplace Behavior
Deviant Workplace Behavior/Anti-social Behavior/Workplace Incivility
Typology of Deviant Behavior
Voluntary behavior that violates
significant
CATEGORY EXAMPLES
Performance
Coming late or leaving early
Working slowly
Being careless
significant
organizational norms
Threatens the well- being of the
organization and its members
Being careless
Making mistakes
Material
Arson
Sabotage
Stealing
Interpersonal
Being biased
Verbal abuse
Being cynical and negative
Blaming others
Sexual harassment
Group Property 3: STATUS
A socially defined position or rank given to group or group members by others
A significant motivator
A significant motivator
Behavioral consequences
What DETERMINES Status?
1. The power a person wields over others
2. A person’s ability to contribute to a group’s goals
3. An individual personal characteristics 3. An individual personal characteristics
STATUS and NORMS
STATUS and GROUP INTERACTION STATUS INEQUITY
Group Property 4: SIZE
Does the size of a group affect group behavior?
Smaller groups/larger groups
Role in problem Solving
SOCIAL LOAFING tendency for individuals to put less efforts when working collectively than alone
when working collectively than alone
German psychologist Max Ringelman in the late 1920s
Group Property 5: COHESIVENESS
The degree to which members are attracted to each other and motivated to stay in a group
Affects productivity
Affects productivity
Relationship between cohesiveness and productivity depends upon performance related norms
Relationship between GROUP COHESIVENESS, PERFORMANCE NORMS and PRODUCTIVITY
High Productivity Moderate
COHESIVENESS
High Low
High High Productivity Moderate Productivity
Low Productivity Moderate to Low Productivity
PERFORMANCE NORMS
High
Low
What ENCOURAGES Group Cohesiveness?
1. Make group smaller
2. Encourage agreement with group goals
3. Increase the time members spend together 4. Increase the group’s status
4. Increase the group’s status
5. Stimulate competition with other groups
6. Give rewards to the group rather to individual members
Group Property 6: DIVERSITY
The degree to which members are similar to, or different from one another
Studies identify benefits and costs of group diversity
diversity
Study compared culturally different and homogeneous
Tenure diversity- Need for effective team- oriented HR practices
GROUP DECISION MAKING
Strengths
More complete information and knowledge
More input and heterogeneity
Weaknesses
Time consuming
Conformity pressures
Dominated by one or a heterogeneity
Increased diversity of views
Increased acceptance of a solution
Dominated by one or a few members
Ambiguous responsibility
Effectiveness and Efficiency
accurate, speed, creativity, acceptance
GROUPTHINK
Group pressure for conformity deter the group from critically appraising, shyness, avoid deviance, an
illusion of unanimity. monitoring groupthink illusion of unanimity. monitoring groupthink
GROUPSHIFT/ GROUP POLARIZATION
GROUP DECISION MAKING TECHNIQUES
BRAINSTORMING- think the unusual, no criticism allowed, ideas are recorded for later discussion and analysis
NOMINAL GROUP TECHNIQUE- restricts discussion or interpersonal communication. Steps are:
1. Before any discussion, each member independently writes down ideas on problem
2. Each member presents one idea to the group
3. No discussion takes place until all ideas are presented 4. The group discusses the ideas for clarity and evaluation 5. Each group member independently rank-orders the ideas
It does not restrict independent thinking
ELECTRONIC MEETING-
Around 50 people sit around a horseshoe-shaped table
Issues are presented
Responses are types on their computers
Anonymous comments, votes are displayed on projection screen
screen
Allows people to be honest without penalty
Decreased group effectiveness, more time to complete tasks,
