Foundations of

Group Behavior
9-1

Topics
Define group, and distinguish the 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 individuals behavior.
Show how group size affects group performance.
Contrast the benefits and disadvantages of
cohesive groups.
Explain the implications of diversity for group
effectiveness.
Contrast the strengths and weaknesses of group
decision making.

9-2

Group, and Differentiate

Between Different Types of
Groups
A group is defined as two or more
individuals, interacting and interdependent,
who have come together to achieve
particular objectives.
Groups can be either formal or informal.
Formal groups those defined by the
organizations structure.
Informal groups alliances that are
neither formally structured nor
organizationally determined.

9-3

Group, and Differentiate

Between Different Types of
Groups
Several characteristics make a social
identity important to a person
Similarity
Distinctiveness
Status
Uncertainty reduction

9-4

Group Stages
Forming
Storming
Norming
Performing
Ajdourning
9-5

Five Stages of
Group Development
Group Effectiveness
Groups proceed through the stages of
group development at different rates.
Those with a strong sense of purpose and
strategy rapidly achieve high
performance and improve over time.
Similarly, groups that begin with a
positive social focus appear to achieve
the performing stage more rapidly.
Groups dont always proceed clearly from
one stage to the next.

9-6

Show How Role Requirements

Change In Different Situations
Role a set of expected behavior patterns
attributed to someone occupying a given
position in a social unit.
Role perception ones perception of
how to act in a given situation.
Role expectations how others believe
one should act in a given situation.
Psychological contract
Role conflict situation in which an
individual faces divergent role
expectations.

9-7

How Norms and Status

Exert Influence On an Individuals
Behavior
Norms acceptable standards of
behavior within a group that are shared by
the groups members.
Performance norms
Appearance norms
Social arrangement norms
Resource allocation norms
9-8

How Norms and Status

Exert Influence On an Individuals
Behavior
Status a socially defined position or
rank given to groups or group members by
others.
Status characteristics theory
differences in status characteristics
create status hierarchies within groups.
Status is derived from one of three
sources:
The power a person wields over
others.
A persons ability to contribute to a

9-9

Norms and Status

Exert Influence On an Individuals
Behavior

Status and Norms

High status individuals often have more
freedom to deviate from norms.
Status and Group Interaction
High status people are often more
assertive.
Status Inequity
Perceived inequity creates disequilibrium
and can lead to resentment and
corrective behavior.
Status and Stigmatization

9-10

Sources of Power in a Group

Environment
Position
Position

Derived
Derivedfrom
fromtop
top
management
management

Personal
Personal

Derived
Derivedfrom
fromthe
the
followers
followersbased
basedon
onthe
the
leaders
leadersbehavior
behavior

11

Position Power
Is derived from top
management
Is delegated down the chain
of command
Results from holding a
management position
12

Personal Power
Is derived from the followers
Is based on the leaders behavior
Followers can have personal power over leaders
A manager should have both personal power and
position power

13

Types of Power
Legitimate Power
Is based on the users position power,
given by the organization
Legitimate Power
Appropriate Use of Legitimate Power
Employees agree to comply with
management authority in return for the
benefits of membership
Most day-to-day manageremployee
interactions are based on legitimate power

14

Types of Power (contd)

Reward Power
Is based on the users ability to
influence others with something of
value to them
Impacts performance expectations and
achievement
A leaders power is strong or weak
based on his or her ability to reward
and punish
Uses the exchange influence tactic
15

Types of Power (cont'd)

Coercive Power
Involves punishment and withholding of
rewards to influence employee compliance
Uses the pressure influencing tactic
Often used by peers to enforce norms
Used to maintain discipline and enforce rules
Without it, employees may ignore the leader
Overuse undermines the leaders authority
and creates hostile opposition
Has generally been declining as an influence
technique
Kim Jong Il
16

Types of Power (cont'd)

Referent power
Is based on the users personal relationships
with others
Uses the personal appeals and inspirational
appeals influencing tactics
Stem primarily from friendship, or the
employees attractiveness to the person using
power
Being liked or the desire to be liked gives
referent power
Is appropriate for people with weak, or no,
position power, such as with peers
17

Types of Power (cont'd)

To increase referent power:
Develop people skills
Remember that not only managers have
referent power
Work at having good relationships with
managers, peers, and subordinates

18

Types of Power (cont'd)

Expert power
Is based on the users skill and
knowledge
Makes others dependent on the person
with the power
Can be a factor of personal power
Can lead to promotion into
management
People respect experts
Uses rational persuasion
19

Types of Power (cont'd)

Information Power
Is based on the user having data desired by
others
Distortion of data to promote position can
raise ethical questions
Employees provide information to managers,
which can also be distorted
Conveying information is part of most
managers jobs

20

Types of Power (cont'd)

Connection Power
Is based on the users relationship with
influential people
Is a form of politics
Contacts or friends can influence
persons you deal with
If people know you are friendly with
powerful people, they will tend to gain
the perception that you have power as
well
21

Types of Power (cont'd)

To increase connection power:
Expand your network of contacts with
important managers who have power
Join the in crowd and the right
associations and clubs
Get people to know your name
Gain all the publicity you can
Have your accomplishments known
by people in power by sending notices
22

Acquiring and Losing Power

Power can change over time
Personal power can be easily
gained or lost
Abuse of power will result in
loss of power

23

How Group Size Affects

Group Performance
Group size affects the groups overall
behavior.
Large groups are good for gaining
diverse input.
Smaller groups are better doing
something with input.
Social loafing the tendency for
individuals to expend less effort when
working collectively than alone.
9-24

Implications of
Diversity For Group Effectiveness
Diversity the degree to which members
of the group are similar to, or different
from, one another.
Increases group conflict especially in the
short term.
Culturally and demographically diverse
groups may perform better over time.
Over time, diversity may help them be
more open-minded and creative.

9-25

Strengths and
Weaknesses of Group Decision
Making
Strengths of group decision making:
More complete information and
knowledge
Increased diversity of views
Increased acceptance of solutions
Weaknesses of group decision making:
Time consuming
Conformity pressures
Dominance of a few members
Ambiguous responsibility

9-26

Strengths and
Weaknesses of Group Decision
Making
Effectiveness and efficiency of group
decisions:
Accuracy
Speed
Creativity
Acceptance

9-27

Effectiveness of Interacting, Brainstorming,

and the Nominal Group Technique
Brainstorming can overcome pressures
for conformity.
In a brainstorming session:
The group leader states the problem
clearly.
Members then free-wheel as many
alternatives as they can.
No criticism is allowed.
One idea stimulates others, and group
members are encouraged to think the
unusual.

9-28

Implications for Managers

Consider that the degree of congruence
between the employees and the
managers perception of the employees
job influences the degree to which the
manager will judge that employee
effective.
Be certain your employees fully
understand their roles so you can
accurately assess their performance.
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Implications for Managers

In group situations where the norms
support high output, you can expect
markedly higher individual performance
than when the norms restrict output.
Group norms that support antisocial
behavior increase the likelihood that
individuals will engage in deviant
workplace activities.
9-30

Implications for Managers

Pay attention to the organizational status
levels of the employee groups you create.
Because lower-status people tend to
participate less in group discussions,
groups with high status differences are
likely to inhibit input from lower-status
members and reduce their potential.

9-31

Implications for Managers

When forming employee groups, use larger
groups for fact-finding activities and
smaller groups for action-taking tasks.
When creating larger groups, you should
also provide measures of individual
performance.
To increase employee satisfaction, work on
making certain your employees perceive
their job roles the same way you perceive
their roles.

9-32