Study Unit 1 — Organisational Behaviour
Objectives:
• define the term group and differentiate between different types of groups;
• identify the five stages of group development;
• show how role requirements change in different situations;
• demonstrate how norms and status exert influence on an individual’s behaviour;
• show how group size affects group performance;
• contrast the benefits and disadvantages of cohesive groups;
• contrast the strengths and weaknesses of group decision-making; and
• compare the effectiveness of interacting, brainstorming, nominal and electronic meeting groups.
Defining groups:
Group = two or more individuals interacting and interdependent, who have came together to achieve
particular objectives.
Classifying groups:
1) Formal Group = is defined by the organization’s structure with designated work assignments
establishing tasks. Directed towards organizational goals. Ex p flight attendant group.
2) Informal Group = Alliances that are neither formally structured nor organizationally determined, they
meet the need for social contract.
Sub – classifications of groups:
1) Formal Groups
a) Command Group = A group composed of individuals who report directly to a given manager
b) Task Group = Those working together to complete a job or task in an organization but not limited
by hierarchical boundaries
2) Informal Groups
a) Interest Group = Members work together to attain a specific objective with which each is
concerned
b) Friendship Group = Those brought together because they share one or more common
characteristics
Distinguish between different types of Groups:
Social identity theory: considers when and why individuals consider themselves members of groups.
People have emotional reactions to the failure or success of their group because their self-esteem
gets tied into the performance of the group.
Social identities help us understand who we are and where we fit in with people.
Ingroups and Outgroups
Ingroup favouritism occurs when we see members of our group as better than other people, and
people not in our group as all the same.
Whenever there is an ingroup, there is by necessity an outgroup, which is sometimes everyone
else, but is usually an identified group known by the ingroup’s members.
Social Identity Threat
• Ingroups and outgroups pave the way for social identity threat, which is akin to stereotype threat.
• Individuals believe they will be personally negatively evaluated due to their association with a
devalued group, and they may lose confidence and performance effectiveness.
Reasons to join groups:
Social Identity Theory
Similarity
Distinctiveness
Status
Uncertainty reduction
Five stages of group development:
, Forming Storming Norming Performing Adjourning
independence Dependence/ Return to
Interdependence independence
Forming – Individual Issue: How do I fit in?
Group Issue: Why are we here?
Storming – Individual Issue: What is my role here?
Group Issue: Why are we fighting over who’s in charge and who does what?
Norming – Individual Issue: What do others expect me to do?
Group Issue: Can we agree on roles and work as a team?
Performing – Individual Issue: How can I best perform my role?
Group Issue: Can we do the job properly?
Critique of the Five-Stage model:
False Assumption = the group becomes more effective as it progresses through the first four stages
o Not always true . . . group behavior is complex
o High levels of conflict may be conducive to high performance
o The process is not always linear
o Several stages may occur simultaneously
o Groups may regress
Ignores the Organisational Context
An alternative model for group formation:
Temporary groups with deadlines don’t follow the five-stage model
They follow the Punctuated-Equilibrium Model
Temporary groups under deadlines go through transitions between inertia and activity—at the halfway
point, they experience an increase in productivity
Sequence of Actions
Setting Halfway Second
First phase Accelerate
group paint phase of
of inertia d activity
direction transition inertia
Describe the Punctuated Equilibrium Model
Group Properties:
Roles
Diversi
Norms
ty
Cohesi
Objectives:
• define the term group and differentiate between different types of groups;
• identify the five stages of group development;
• show how role requirements change in different situations;
• demonstrate how norms and status exert influence on an individual’s behaviour;
• show how group size affects group performance;
• contrast the benefits and disadvantages of cohesive groups;
• contrast the strengths and weaknesses of group decision-making; and
• compare the effectiveness of interacting, brainstorming, nominal and electronic meeting groups.
Defining groups:
Group = two or more individuals interacting and interdependent, who have came together to achieve
particular objectives.
Classifying groups:
1) Formal Group = is defined by the organization’s structure with designated work assignments
establishing tasks. Directed towards organizational goals. Ex p flight attendant group.
2) Informal Group = Alliances that are neither formally structured nor organizationally determined, they
meet the need for social contract.
Sub – classifications of groups:
1) Formal Groups
a) Command Group = A group composed of individuals who report directly to a given manager
b) Task Group = Those working together to complete a job or task in an organization but not limited
by hierarchical boundaries
2) Informal Groups
a) Interest Group = Members work together to attain a specific objective with which each is
concerned
b) Friendship Group = Those brought together because they share one or more common
characteristics
Distinguish between different types of Groups:
Social identity theory: considers when and why individuals consider themselves members of groups.
People have emotional reactions to the failure or success of their group because their self-esteem
gets tied into the performance of the group.
Social identities help us understand who we are and where we fit in with people.
Ingroups and Outgroups
Ingroup favouritism occurs when we see members of our group as better than other people, and
people not in our group as all the same.
Whenever there is an ingroup, there is by necessity an outgroup, which is sometimes everyone
else, but is usually an identified group known by the ingroup’s members.
Social Identity Threat
• Ingroups and outgroups pave the way for social identity threat, which is akin to stereotype threat.
• Individuals believe they will be personally negatively evaluated due to their association with a
devalued group, and they may lose confidence and performance effectiveness.
Reasons to join groups:
Social Identity Theory
Similarity
Distinctiveness
Status
Uncertainty reduction
Five stages of group development:
, Forming Storming Norming Performing Adjourning
independence Dependence/ Return to
Interdependence independence
Forming – Individual Issue: How do I fit in?
Group Issue: Why are we here?
Storming – Individual Issue: What is my role here?
Group Issue: Why are we fighting over who’s in charge and who does what?
Norming – Individual Issue: What do others expect me to do?
Group Issue: Can we agree on roles and work as a team?
Performing – Individual Issue: How can I best perform my role?
Group Issue: Can we do the job properly?
Critique of the Five-Stage model:
False Assumption = the group becomes more effective as it progresses through the first four stages
o Not always true . . . group behavior is complex
o High levels of conflict may be conducive to high performance
o The process is not always linear
o Several stages may occur simultaneously
o Groups may regress
Ignores the Organisational Context
An alternative model for group formation:
Temporary groups with deadlines don’t follow the five-stage model
They follow the Punctuated-Equilibrium Model
Temporary groups under deadlines go through transitions between inertia and activity—at the halfway
point, they experience an increase in productivity
Sequence of Actions
Setting Halfway Second
First phase Accelerate
group paint phase of
of inertia d activity
direction transition inertia
Describe the Punctuated Equilibrium Model
Group Properties:
Roles
Diversi
Norms
ty
Cohesi
