CHAPTER 9 & 10
2
CHAPTER 9
1
9.1 - Defining and classifying groups
Group = two or more individuals, interacting and independent, who have
come together to achieve particular objectives
Formal group = a designated work group defined by an organisation’s
structure
Informal group = a group that is not defined by an organisation’s structure;
such as group appears in response to other needs, like social clubs or
interest groups
Social identity theory = a perspective that considers when and why
individuals consider themselves members of groups
– People have emotional reactions to the failure or success of their group
because they self-esteem gets tied to whatever happens in the group
Within organisations and groups we develop many identities through (1)
relational identification (connecting with others because of our roles) - (2)
collective identification (connecting with the aggregate characteristics of
our groups)
– In the workplace, our identification with our groups is stronger than with
the organisation (but both important for positive outcomes in attitudes
and behaviours)
9.2 - Stages of group development
Punctuated-equilibrium model = a set of phases that temporary groups go
through that involves transitions between inertia and activity
. The first meeting sets the group’s direction and purpose
. The first phase of group activity is one of inertia and thus makes slower
progress
,6
5
4
3 . A transition takes place when the group has used up half its allotted time
. This transition initiates major changes
. A second phase of inertia follows the transition
. The group’s last meeting is characterised by markedly accelerated
activity
9.3 - Group Property 1: Roles
Role = a set of expected behaviour patterns attributed to someone occupying
a given position in a social unit
● Role perception = an individual’s view of how to act in a given situation
○ Influenced by stimuli around us e.g. family, coworkers, social media
● Role expectations = how others believe a person should act in a given
situation
○ Influence role perceptions
○ Often emotionally and motivationally charged (e.g. supervisors may
perceive employee’s roles more optimistically)
○ Psychological contract = an unwritten agreement between employees
and employers that establishes mutual expectations
◆ Can change overtime but common expectations are: fair
treatment, good working conditions, loyalty to organisation
○ If management doesn’t fulfil their expectations: turnover,
dissatisfaction, CWB / /if they do: employees will feel grateful, more
willing to go above and beyond
○ Employees might not fulfil their part due to: workload stress, loss of
resources etc, overly supportive employers that make employees feel
nervous
● Role conflict = a situation in which an individual is confronted by
divergent role expectations
○ e.g. when professors are expected to be excellent teachers and
researches when they don’t have time to do well in both
○ Interrole conflict = a situation in which the expectations of different
groups we belong to are in opposition e.g. someone with two jobs
, 9.4 - Group Property 2: Norms
Norms = acceptable standers of behaviour within a group that are shared by
the group’s members
● Norms and emotions
○ Emotions of group members (esp. if they work together daily) can be
amplify the power of norms
○ People grow to interpret their shared emotions in the same way
● Norms and conformity
○ Conformity = the adjustment of one’s behaviour to align with the
norms of the group
○ Reference groups = important groups to which individuals belong or
hope to belong - people are motivated to conform to and adopt the
norms of these groups
○ Some people feel pressure to conform - but when they do conform it
is most likely to their reference groups
● Norms and behaviour
○ Group dynamics influence behaviour
○ The status of the group e.g. if they believe they’re a special group
● Positive norms and group outcomes
○ Positive norms can lead to positive outcomes but only if other
factors are present too
○ e.g. if employees aligned their thinking with the organisation’s
positive norms the norms would become stronger and positive impact
would grow
○ But some norms that may be positive can backfire
◆ e.g. trying to promote diversity in the workplace can lead to more
stereotype-consistent behaviour
● Negative norms and group outcomes
○ Negative norms operate to facilitate poor group outcomes and
deviant behaviour
2
CHAPTER 9
1
9.1 - Defining and classifying groups
Group = two or more individuals, interacting and independent, who have
come together to achieve particular objectives
Formal group = a designated work group defined by an organisation’s
structure
Informal group = a group that is not defined by an organisation’s structure;
such as group appears in response to other needs, like social clubs or
interest groups
Social identity theory = a perspective that considers when and why
individuals consider themselves members of groups
– People have emotional reactions to the failure or success of their group
because they self-esteem gets tied to whatever happens in the group
Within organisations and groups we develop many identities through (1)
relational identification (connecting with others because of our roles) - (2)
collective identification (connecting with the aggregate characteristics of
our groups)
– In the workplace, our identification with our groups is stronger than with
the organisation (but both important for positive outcomes in attitudes
and behaviours)
9.2 - Stages of group development
Punctuated-equilibrium model = a set of phases that temporary groups go
through that involves transitions between inertia and activity
. The first meeting sets the group’s direction and purpose
. The first phase of group activity is one of inertia and thus makes slower
progress
,6
5
4
3 . A transition takes place when the group has used up half its allotted time
. This transition initiates major changes
. A second phase of inertia follows the transition
. The group’s last meeting is characterised by markedly accelerated
activity
9.3 - Group Property 1: Roles
Role = a set of expected behaviour patterns attributed to someone occupying
a given position in a social unit
● Role perception = an individual’s view of how to act in a given situation
○ Influenced by stimuli around us e.g. family, coworkers, social media
● Role expectations = how others believe a person should act in a given
situation
○ Influence role perceptions
○ Often emotionally and motivationally charged (e.g. supervisors may
perceive employee’s roles more optimistically)
○ Psychological contract = an unwritten agreement between employees
and employers that establishes mutual expectations
◆ Can change overtime but common expectations are: fair
treatment, good working conditions, loyalty to organisation
○ If management doesn’t fulfil their expectations: turnover,
dissatisfaction, CWB / /if they do: employees will feel grateful, more
willing to go above and beyond
○ Employees might not fulfil their part due to: workload stress, loss of
resources etc, overly supportive employers that make employees feel
nervous
● Role conflict = a situation in which an individual is confronted by
divergent role expectations
○ e.g. when professors are expected to be excellent teachers and
researches when they don’t have time to do well in both
○ Interrole conflict = a situation in which the expectations of different
groups we belong to are in opposition e.g. someone with two jobs
, 9.4 - Group Property 2: Norms
Norms = acceptable standers of behaviour within a group that are shared by
the group’s members
● Norms and emotions
○ Emotions of group members (esp. if they work together daily) can be
amplify the power of norms
○ People grow to interpret their shared emotions in the same way
● Norms and conformity
○ Conformity = the adjustment of one’s behaviour to align with the
norms of the group
○ Reference groups = important groups to which individuals belong or
hope to belong - people are motivated to conform to and adopt the
norms of these groups
○ Some people feel pressure to conform - but when they do conform it
is most likely to their reference groups
● Norms and behaviour
○ Group dynamics influence behaviour
○ The status of the group e.g. if they believe they’re a special group
● Positive norms and group outcomes
○ Positive norms can lead to positive outcomes but only if other
factors are present too
○ e.g. if employees aligned their thinking with the organisation’s
positive norms the norms would become stronger and positive impact
would grow
○ But some norms that may be positive can backfire
◆ e.g. trying to promote diversity in the workplace can lead to more
stereotype-consistent behaviour
● Negative norms and group outcomes
○ Negative norms operate to facilitate poor group outcomes and
deviant behaviour
