Organizational Behavior

1. Foundations of Group Behavior
and Work Teams
Lecturer: Do Tien Long
09 04 51 54 46
dotienlong_mc@yahoo.com.vn
Organisational Behavior, Do Tien Long

2. Popular group definitions
Popular group definitions
A popular definition defines groups in psychological
terms
Any number of people who –
Interact with one another
Are psychologically aware of one another
Perceive themselves to be a group
Organisational Behavior, Do Tien Long

3. Defining and Classifying Groups
Defining and Classifying Groups
Group(s)
Two or more individuals interacting and
interdependent, who have come together to
achieve particular objectives.
Formal Group Informal Group
A designated work group A group that is neither formally
defined by the structured nor organizationally
organization’s structure. determined; appears in response
to the need for social contact.
Organisational Behavior, Do Tien Long

4. Defining and Classifying Groups (cont’d)
Defining and Classifying Groups (cont’d)
Command Group Task Group
A group composed of the Those working together to
individuals who report complete a job or task.
directly to a given
manager.
Interest Group Friendship Group
Those working together Those brought together
to attain a specific because they share one or
objective with which each more common
is concerned. characteristics.
Organisational Behavior, Do Tien Long

5. Group characteristics
Group characteristics
A definable membership
Group consciousness
A sense of shared purpose
Interdependence
Interaction
Ability to act in a unitary manner
Organisational Behavior, Do Tien Long

6. Why People Join Groups
Why People Join Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
Organisational Behavior, Do Tien Long

7. Reasons for forming groups or teams
Reasons for forming groups or teams
So that certain tasks can be performed through the
combined efforts of a number of individuals working
together
Collusion between members aiding creativity &
initiative
Provide companionship & a source of mutual
understanding & support
Provide guidelines on generally acceptable behaviour
Protection for its membership
Organisational Behavior, Do Tien Long

8. Importance of groups on organisations
Importance of groups on organisations
Groups are an essential feature of the work patterns of
organisations
People in groups influence each other, they may develop their
own hierarchies & leaders
Group pressures can have a major influence over the behaviour of
individual members & their work performance
The activities of the group are associated with the process of
leadership
The style of leadership of the manager has an important influence
on the behaviour of group members
Organisational Behavior, Do Tien Long

9. Group values and norms
Group values and norms
Group developed its owned pattern of informal
social relations and codes and practices of
what constituted proper group behavior:
– Not to be a “rate buster”
– Not to be a “chiseller”
– Not to be a “squealer”
– Not to be a “officious”
Organisational Behavior, Do Tien Long

10. The Five-Stage Model of Group
The Five-Stage Model of Group
Development
Development
Forming Stage
The first stage in group development, characterized by
much uncertainty.
Storming Stage
The second stage in group development, characterized
by intragroup conflict.
Norming Stage
The third stage in group
development, characterized by
close relationships and
cohesiveness.
Organisational Behavior, Do Tien Long

11. …Group Development (cont’d)
…Group Development (cont’d)
Performing Stage
The fourth stage in group development, when the group
is fully functional.
Adjourning Stage
The final stage in group
development for temporary
groups, characterized by
concern with wrapping up
activities rather than
performance.
Organisational Behavior, Do Tien Long

12. Stages of Group Development
Stages of Group Development
E X H I B I T 9–2
E X H I B I T 9–2
Organisational Behavior, Do Tien Long

13. An Alternative Model: Temporary
An Alternative Model: Temporary
Groups with Deadlines
Groups with Deadlines
Punctuated-Equilibrium
Model
Temporary groups under
time constrained Sequence of actions:
Sequence of actions:
deadlines go through 1.
1. Setting group direction
Setting group direction
transitions between 2.
2. First phase of inertia
First phase of inertia
inertia and activity---at 3.
3. Half-way point transition
Half-way point transition
the half-way point, they 4.
4. Major changes
Major changes
experience an increase in 5. Second phase of inertia
5. Second phase of inertia
productivity. 6. Accelerated activity
6. Accelerated activity
Organisational Behavior, Do Tien Long

14. The Punctuated-Equilibrium Model
The Punctuated-Equilibrium Model
E X H I B I T 9–3
E X H I B I T 9–3
Organisational Behavior, Do Tien Long

15. Group Properties
Group Properties
Roles
Norms
Status
Size
Cohesiveness
Organisational Behavior, Do Tien Long

16. Group Properties -- Roles
Group Properties Roles
Role(s)
A set of expected behavior patterns attributed to
someone occupying a given position in a social unit.
Role Identity
Certain attitudes and behaviors consistent
with a role.
Role Perception
An individual’s view of how he or she is
supposed to act in a given situation.
Organisational Behavior, Do Tien Long

17. Group Properties -- Roles (cont’d)
Group Properties Roles (cont’d)
Role Expectations
How others believe a person
should act in a given situation.
Psychological Contract
An unwritten agreement that sets out
what management expects from the
employee and vice versa.
Role Conflict
A situation in which an individual is confronted by
divergent role expectations.
Organisational Behavior, Do Tien Long

18. Group Properties -- Norms
Group Properties Norms
Norms
Acceptable standards of behavior within a group
that are shared by the group’s members.
Classes of Norms:
Classes of Norms:
•• Performance norms
Performance norms
•• Appearance norms
Appearance norms
•• Social arrangement norms
Social arrangement norms
•• Allocation of resources norms
Allocation of resources norms
Organisational Behavior, Do Tien Long

19. Group Properties -- Norms (cont’d)
Group Properties Norms (cont’d)
Conformity ASCH STUDY
ASCH STUDY
Adjusting one’s behavior to align with
the norms of the group.
Reference Groups
Important groups to which EXHIBIT 9–4
individuals belong or hope to
EXHIBIT 9–4
belong and with whose norms
individuals are likely to
conform.
Organisational Behavior, Do Tien Long

20. Group Properties -- Norms (cont’d)
Group Properties Norms (cont’d)
Deviant Workplace Behavior
Antisocial actions by organizational members that
intentionally violate established norms and result in
negative consequences for the organization, its
members, or both.
Group norms can influence the
presence of deviant behavior.
Organisational Behavior, Do Tien Long

21. Typology of Deviant Workplace Behavior
Typology of Deviant Workplace Behavior
Category Examples
Production Leaving early
Intentionally working slowly
Wasting resources
Property Sabotage
Lying about hours worked
Stealing from the organization
Political Showing favoritism
Gossiping and spreading rumors
Blaming coworkers
Personal Aggression Sexual harassment
Verbal abuse
Stealing from coworkers
Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace Behaviors: A E X H I B I T 9–5
E X H I B I T 9–5
Multidimensional Scaling Study,” Academy of Management Journal, April 1995, p. 565.
Organisational Behavior, Do Tien Long

22. Organisational Behavior, Do Tien Long

23. Group Properties -- Status
Group Properties Status
Status: A socially defined position or rank given to groups or
group members by others.
Power over
Power over Norms &
Norms &
Others
Others Interaction
Interaction
Ability to
Ability to Group Member
Group Member
Contribute
Contribute Status
Status
Other things influencing or
Personal
Personal influenced by status
Characteristics
Characteristics
Status Inequity
Status Inequity National Culture
National Culture
Organisational Behavior, Do Tien Long

24. Group Properties -- Size
Group Properties Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance
Other conclusions:
Other conclusions:
)
ed
g • • Odd number groups do
Odd number groups do
fin
t
ec
a better than even.
better than even.
lo
p
Ex
o
u et • • Groups of 55to 77perform
Groups of to perform
( d better overall than larger or
better overall than larger or
u al smaller groups.
smaller groups.
A ct
Group Size
Organisational Behavior, Do Tien Long

25. Group Properties -- Cohesiveness
Group Properties Cohesiveness
Cohesiveness
Degree to which group members are attracted to each
other and are motivated to stay in the group.
Increasing group cohesiveness:
Increasing group cohesiveness:
1.
1. Make the group smaller.
Make the group smaller.
2.
2. Encourage agreement with group goals.
Encourage agreement with group goals.
3.
3. Increase time members spend together.
Increase time members spend together.
4.
4. Increase group status and admission difficultly.
Increase group status and admission difficultly.
5.
5. Stimulate competition with other groups.
Stimulate competition with other groups.
6.
6. Give rewards to the group, not individuals.
Give rewards to the group, not individuals.
7.
7. Physically isolate the group.
Physically isolate the group.
Organisational Behavior, Do Tien Long

26. Relationship Between Group
Relationship Between Group
Cohesiveness, Performance Norms, and
Cohesiveness, Performance Norms, and
Productivity
Productivity
E X H I B I T 9-7
E X H I B I T 9-7
Organisational Behavior, Do Tien Long

27. S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, E X H I B I T 9–8
1991), p. 31. Dilbert reprinted with permission of United Features Syndicate, Inc. E X H I B I T 9–8
Organisational Behavior, Do Tien Long

28. Factors contributing to group
Factors contributing to group
cohesiveness & performance
cohesiveness & performance
Membership
Work environment
Organisational
Group development & maturity
Organisational Behavior, Do Tien Long

29. Factors contributing to group cohesiveness
& performance – membership
Size of the group
Compatibility of members
Performance
Nature of the task
Physical setting
Communications
Technology
Organisational Behavior, Do Tien Long