Inst335 Chapter 12

INST335 CHAPTER 12 How groups function has important implications for organizational productivity Group a collection of individuals who interact with each other such that one person's actions have an impact on the others In organizations, groups can be classified into two basic types informal and formal. Informal work groups are made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. Example of informal work group For example, a few people in the company who get together to play tennis on the weekend would be considered an informal group. A formal work group is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. four-stage map of group evolution Forming-Storming- Norming-Performing Model Later he enhanced the model by adding a fifth and final stage, adjourning Forming-Storming- Norming-Performing Model phases to facilitate a group successfully, the leader needs to move through various leadership styles over time. Forming stage The stage in which the group comes together for the first time What happens in forming stage they are trying to get to know one another. Often this can be accomplished by finding some common ground. Members also begin to explore group boundaries to determine what will be considered acceptable behavior. , group members are also discovering how the group will work in terms of what needs to be done and who will be responsible for each task. This stage is often characterized by abstract discus- sions about issues to be addressed by the group; those who like to get moving can become impatient with this part of the process. How long is forming phase a meeting or two Storming phase This is the phase when group members begin to explore their power and influence and they often stake out their territory by differentiating themselves from the other group members rather than seeking common ground. important purpose of storming phase group members are becoming more authentic as they express their deeper thoughts and feelings. During this chaotic stage, a great deal of creative energy that was previously buried is released and available for use, but it takes skill to move the group from Storming to Norming. Once group members discover that they can be authentic and that the group is capable of handling differences without dissolving, they are ready to enter the next stage, Norming norming The stage in which participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals. Performing The stage in which participants are not only getting the work done, but they also pay greater attention to how they are doing it. Adjourning Many groups or teams formed in a business context are project-oriented and therefore are temporary. punctuated equilibrium The theory that change within groups occurs in rapid, radical spurts rather than gradually over time. Cohesion can be thought of as a kind of social glue. It refers to the degree of camaraderie within the group. Cohesive groups tend to have the following characteristics: -they have a collective identity; -they experience a moral bond and a desire to remain part of the group; -they share a sense of purpose, working together on a meaningful task or cause; -they establish a structured pattern of communication. The fundamental factors affecting group cohesion include the following: similarity stability size support satisfaction Similarity The more similar group members are in terms of age, sex, education, skills, attitudes, values, and beliefs, the more likely the group will bond. Stability The longer a group stays together, the more cohesive it becomes. Size Smaller groups tend to have higher levels of cohesion. Support When group members receive coaching and are encouraged to support their fellow team members, group identity strengthens. Satisfaction Cohesion is correlated with how pleased group members are with one another's performance, behavior, and conformity to group norms. Can a Group Have Too Much Cohesion? Despite the advantages of cohesion, too much cohesion can be detrimental to a group. Because members can come to value belonging over all else, an internal pressure to conform may arise where some members modify their behavior to adhere to group norms groupthink A group pressure phenomenon that increases the risk of the group making flawed decisions by allowing reductions in mental efficiency, reality testing, and moral judgment. social loafing The tendency of individuals to put in less effort when working in a group context. Why do people work less hard when they are working with other people? The social loafing tendency is not so much a matter of laziness as a matter of perceiving that one will receive neither one's fair share of re- wards if the group is successful nor blame if the group fails. collective efficacy A group's perception of its ability to successfully perform well. Collective efficacy is influenced by a number of factors including watching others ("that group did it and we're better than them"), verbal persuasion ("we can do this"), and how a person feels ("this is a good group"). process loss Any aspect of group interaction that inhibits group functioning. team A cohesive coalition of people working together to achieve mutual goals. The purpose of assembling a team is to accomplish larger, more complex goals than what would be possible for an individual working alone or by pooling the efforts of several individuals working independently The key properties of a true team include -collaborative action -compensation based on shared outcomes -sacrifice for the common good Do We Need a Team? Teams are not a cure-all for organizations. To determine whether a team is needed, organizations should consider whether a variety of knowledge, skills, and abilities are needed, whether ideas and feedback are needed from different groups within the organization, how interdependent the tasks are, if wide cooperation is needed to get things done, and whether the organization would benefit from shared goals. As early as the 1970s, J. R. Hackman identified three major classes of tasks: (1) production tasks, (2) idea generation tasks, and (3) problem-solving tasks. production tasks Tasks that include actually making something such as a building, product, or a marketing plan. idea generation tasks Creative tasks such as brainstorming a new direction or creating a new process.