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Group Behaviour

Defining and Classifying Groups

Defining and Classifying Groups (contd)

Why People Join Groups


Security

Status
Self-esteem Affiliation

Power
Goal Achievement

Stages of Group Development

Stages of Group Development (contd)

Stages of Group Development

An Alternative Model: For Temporary Groups with Deadlines

Sequence of actions:
1. Setting group direction 2. First phase of inertia 3. Half-way point transition 4. Major changes 5. Second phase of inertia 6. Accelerated activity

The Punctuated-Equilibrium Model

Group Behavior Model

External Conditions Imposed on the Group


Imposed Conditions:
Organizations overall strategy
Authority structures Formal regulations

Resource constraints
Selection process Performance and evaluation system

Organizations culture
Physical work setting

Group Member Resources


Knowledge, Skills, and Abilities
Interpersonal skills
Conflict management and resolution Collaborative problem solving Communication

Personality Characteristics
Sociability Initiative Openness Flexibility

Group Structure - Roles


Formal Leadership
Leadership that is imposed on the group by the organization. Leaders who derive their power from the positions they occupy in the organizational structure. Formal leaders may or may not also be the informal leaders of the groups in which they function.

Group Structure - Roles (contd)

Group Structure - Roles (contd)

Group Structure - Norms

Classes of Norms:
Performance norms Appearance norms Social arrangement norms Allocation of resources norms

Group Structure - Norms (contd)

Group Structure - Norms (contd)

Group Structure - Status

Group Norms

Status Equity

Group Member Status

Culture

Group Structure - Size


Performance

Other conclusions:
Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups.

Group Size

Group Structure - Composition

Group Structure - Cohesiveness

Increasing group cohesiveness:


1. 2. 3. 4. 5. 6. 7. Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

Group Processes

Effects of Group Processes

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Group Tasks
Decision-making
Large groups facilitate the pooling of information about complex tasks. Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

Group Decision Making


Strengths More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions Weaknesses More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility

Group Decision Making (contd)

Group Decision-Making Techniques

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