Outcomes of Interpersonal Behaviors

Results of
Interpersonal Relations

Chapter 9
Need
Satisfaction

2012 South-Western, a part of Cengage Learning

All rights reserved.

Prepared by Charlie Cook

The University of West Alabama

Social
Support

Synergy

Conflict

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The Nature of Groups

Chapter Learning Objectives

After studying this chapter you should be able to:

Group Defined

Discuss the interpersonal nature of organizations.

Two or more people who interact with one another

such that each person influences and is influenced by
each other person

Define a group and illustrate their importance in

organizations.

Categorization of Groups

Identify and discuss the types of groups commonly

found in organizations.

By degrees of formalization
Formal groups established by organization
Informal groups self-created by members

Describe the general stages of group development.

By degrees of permanence

Discuss the major group performance factors.

Permanent
Temporary

Discuss intergroup dynamics.

Describe group decision making in organizations.
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The Interpersonal Nature of Organizations

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Characteristics of Groups

Interpersonal relations and group processes

pervade all organizations and are vital in
managerial activities

Members may identify a little or not at all with the

groups goal
Members may satisfy needs just by being members
Behavior of individuals both affects and is affected by
the group

Interpersonal dynamicstypes of interactions

Between individuals
Between groups
Between individuals and groups

Accomplishments of groups are strongly influenced by

the behavior of their individual members
The work group is the primary means by which
managers coordinate individuals' behavior to achieve
organizational goals
The behavior of individuals is key to the groups success
or failure

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Stages of Group Development

9.1
A General Model
of Group Dynamics

Four-Stage Development Process of Groups

1. Mutual acceptance
2. Communication and decision making
3. Motivation and productivity
4. Control and organization

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Types of Groups

910

9.2

Stages of Group Development

Categorization of
Groups

Formal Groups

Informal Groups

Command
Task
Affinity

Friendship
Interest

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9.1

98

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911

Group Performance

Classification Scheme for Types of Groups

Factors Affecting
Group Performance

Composition

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Size

Norms

Cohesiveness

912

Group Performance Factors

Group Performance Factors (contd)

Group Composition

Factors that Determine Ideal Group Size

The degree of similarity or difference among group

members on factors important to the groups work

Group members ability to interact and influence each

other (maturity of the group)

Homogeneity

Maturity of individual group members

Degree to which members are similar in one or several ways that

are critical to the groups work

Group tasks

Heterogeneity

Ability of the group leader

to deal with communication,
conflict, task activities

Degree to which members differ in one or more ways that are

critical to the groups work

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Group Performance Factors (contd)

Group Norms
Are the standards against which the appropriateness
of the behaviors of members are judged
Determine behavior expected in a certain situation
Result from:

Variables relating to group composition

Productivity
Type of task
Organizational diversity

Personality characteristics of members

The situation
The historical traditions of the group

Cultural traits: distrust, stereotyping, and communication

Effects of diversity on cooperation and understanding in
organizational alliances across country and culture boundaries

Are enforced only for actions that are important to

group members

914

Group Performance Factors (contd)

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Group Performance Factors (contd)

Group Size

Purposes of Norms

Is the number of members of the group

Help the group survive

Affects resources available to perform the task

Simplify and increase predictability of expected

behaviors of group members

Affects degree of formalization of interactions,

communication, and participation

Help the group to avoid embarrassing situations

Can increase the degree of social loafing

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Group Performance Factors (contd)

Group Composition (contd)

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Express the groups central values for membership

identification and identify the group to others

915

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Group Performance Factors (contd)

Intergroup Dynamics

Group Cohesiveness

Primary Factors Influencing

Intergroup Interactions

Is the extent to which a group is committed to staying

together
Results from forces acting on the members
Attraction to the group
Resistance to leaving the group

Characteristics
of each of the
groups

Motivation to remain a member of the group

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9.3

Task and
situational
bases of
interaction

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9.5

Factors That Affect Group Cohesiveness and

Consequences of Group Cohesiveness

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9.4

919

Organizational
setting in which
groups interact

Factors That
Influence Intergroup
Interactions

920

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Group Decision Making

Group Cohesiveness, Goals, and Productivity

Factors Affecting
Group Decision Making

Group
Polarization

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Groupthink

Group
Problem
Solving

924

Group Decision Making (contd)

9.6

The Groupthink Process

Group Polarization
The tendency for a groups average post-discussion
attitudes to be more extreme than its average prediscussion attitudes (risky shift or toward a more
conservative view)

Why Polarization Occurs

Increasing confidence from shared opinions
Persuasive arguments convincing weaker supporters
Individuals substituting group responsibility for
individual responsibility for the decision
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Group Decision Making (contd)

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Symptoms of Groupthink

Groupthink

Illusion of invulnerability

A mode of thinking that occurs when members of a

group are deeply involved in a cohesive in-group and
the desire for unanimity offsets their motivation to
appraise alternative courses of action

Collective efforts to rationalize/discount warnings

Unquestioned belief in the groups inherent morality
Stereotyped views of enemy leaders

Effects of Groupthink

Direct pressure on a member

Consideration of and focus on fewer alternatives

Failure to perceive non-obvious risks and drawbacks
of an alternative
Rejection of expert opinions
Ignoring potential for setbacks or actions of
competitors in not developing contingency plans
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Self-censorship of deviations
Shared illusion of unanimity
Emergence of self-appointed mind-guards

926

Groupthink

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9.2

929

Prescriptions for Preventing Groupthink

Conditions Favoring the

Development of Groupthink

Strong group
cohesiveness

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Leaders
promotion of
a preferred
solution

Insulation of
the group
from experts
opinions

927

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930

Group Decision Making (contd)

Organizational Behavior in Action

Participation

After reading the chapter:

Is the degree to which employees should be involved

in decision process

Which interpersonal behaviors have you seen at work

or in classes that suggest that people have social
needs?

Benefits of Participation

Which of the groups to which students commonly

belong could be defined as command groups?

Helps in judgmental problem-solving situations

Produces more and better decisions

What conflicts could occur when informal and formal

groups overlap in an organization?

Helps in solving complex problems

Creates a greater interest in the task

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Group Decision Making (contd)

Group Problem Solving Difficulties
Factors limiting the generation-of-alternatives phase
Immediate reactions to alternatives discourages further
proposals of alternatives
Experience, status, and power of some members intimidates
less confident members
Limitations on idea generation imposed by the group leader

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Group Decision Making (contd)

Group Problem Solving

Techniques

Brainstorming

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Nominal
Group
Techniques

Delphi
Technique

933