GROUP BEHAVIOR

SUMMARY OF
CONTENTS
FOCUS TOPIC FOR THIS SESSION
TO UNDERSTAND:
Groups and Stages of Group Development
Work Group Performance and Satisfaction
Turning Groups into Effective Teams
PART ONE

Groups and Stages of

Group Development
Group
Two or more interacting and interdependent
individuals who come together to achieve
specific goals.
Formal Groups
work groups defined by the organization’s
structure and have designated work
assignments and specific tasks directed at
accomplishing goals.
Informal Groups
social groups that occur naturally in the
workplace and tend to form around friendships
and common interests.
 1

Stages of Group Forming Stage

is the first stage of group
Development development in which people join the
group and then define the group’s
purpose, structure, and leadership.

The forming stage is complete when

members begin to think of themselves as
part of a group.
 2

Stages of Group Storming Stage

is the second stage of group
Development development, characterized by
intragroup conflict.

Conflict over who will control the group

and what the group needs to be doing.

A relatively clear hierarchy of leadership

and agreement on the group’s direction
emerge.
 3

Stages of Group Norming Stage

is the third stage of group
Development development, characterized by close
relationships and cohesiveness.

This stage is complete when the group

structure solidifies and the group has
assimilated a common set of
expectations (or norms) regarding
member behavior.
 4

Stages of Group Performing Stage

is the fourth stage of group
Development development when the group is fully
functional and works on a group task.

This is the last stage of development for

permanent work groups.
 5
*Adjourning Stage
Stages of Group
is the final stage of group development
Development for temporary groups during which
group members are concerned with
wrapping up activities rather than task
performance.

In this stage, the group prepares to

disband.
 This model is a general framework that
underscores the fact that groups are dynamic
entities and managers need to know the stage a
group is in so they can understand the
problems and issues most likely to surface.
PART TWO

Work Group
Performance and
Satisfaction
 1
Major Factors External Conditions Imposed
on the Group
that Determine
Group Include organization’s strategy,
authority relationships, formal rules
Performance and regulations, availability of
and Satisfaction resources, employee selection criteria,
the performance management system
and culture, and the general physical
layout of the group’s work space.
 2
Major Factors Group Member Resources
that Determine Include knowledge, abilities, skills, and
Group personality traits, and they determine
what members can do and how
Performance effectively they will perform in a group.
and Satisfaction
 2
Major Factors Group Member Resources
that Determine Interpersonal skills—especially conflict
Group management and resolution,
collaborative problem solving, and
Performance communication—consistently emerge
and Satisfaction as important for high performance
work groups.
 2
Major Factors Group Member Resources
that Determine Positive traits in our culture (such as
Group sociability, self-reliance, and
independence) tend to be positively
Performance related to group productivity and morale.
and Satisfaction
Negative personality characteristics (such
as authoritarianism, dominance, and
unconventionality) tend to be negatively
related to group productivity and morale.
 3
Major Factors Group Structure
that Determine Groups have internal structure that
Group shapes members’ behavior and
influences group performance. This
Performance defines roles, norms, conformity,
and Satisfaction status systems, group size, group
cohesiveness, and leadership.
 3
Major Factors Group Structure
that Determine 1. ROLES: Behavior patterns expected
Group of someone occupying a given position
in a social unit.
Performance
2. NORMS: Standards or expectation
and Satisfaction that are accepted and shared by a
group’s members.
 3
Major Factors Group Structure
that Determine 3. CONFORMITY
Group • Groupthink: When a group exerts
Performance extensive pressure on an individual
to align his or her opinion with
and Satisfaction others’ opinions.
 3
Major Factors Group Structure
that Determine 4. STATUS SYSTEMS
Group • Status: A prestige grading, position,
Performance or rank within a group.
and Satisfaction
 3
Major Factors Group Structure
that Determine 5. GROUP SIZE
Group Group size affects performance and
Performance satisfaction, but the effect depends on
what the group is supposed to
and Satisfaction accomplish.
Conflict over who will control the group
and what the group needs to be doing.
 3
Major Factors Group Structure
that Determine 5. GROUP SIZE
Group
Large groups are good for getting diverse
Performance input. Thus, if the goal of the group is to
and Satisfaction find facts, a larger group should be more
effective.
Smaller groups are better at doing
something productive with those facts.
 3
Major Factors Group Structure
that Determine 5. GROUP SIZE
Group
Social Loafing: The tendency for
Performance individuals to expend less effort when
and Satisfaction working collectively than when working
individually.
 3
Major Factors Group Structure
that Determine 6. GROUP COHESIVENESS: The degree to
Group which group members are attracted to
one another and share the group’s goals.
Performance
and Satisfaction Highly cohesive groups are more
effective than less cohesive ones.
 3
Major Factors Group Structure
that Determine 7. GROUP PROCESSES
Group Processes include communication,
Performance decision making, conflict management,
and the like.
and Satisfaction
 3
Major Factors Group Structure
that Determine 8. GROUP DECISION MAKING
Group Advantages of Group Decisions:
Performance 1. Groups generate more complete
information and knowledge.
and Satisfaction
2. Groups generate more diverse alternatives.
3. Groups increase acceptance of a solution.
4. Groups increase legitimacy.
 3
Major Factors Group Structure
that Determine 8. GROUP DECISION MAKING
Group Disadvantages of Group Decisions:
Performance 1. Groups always take more time to reach a
solution than it would take an individual.
and Satisfaction
2. Dominant and vocal minority can heavily
influence the final decision.
 3
Major Factors Group Structure
that Determine 8. GROUP DECISION MAKING
Group Disadvantages of Group Decisions:
Performance 3. Groupthink can undermine critical thinking
in the group and harm the quality of the
and Satisfaction final decision.
4. Group members share responsibility, but
the responsibility of any single member is
ambiguous.
 3
Major Factors Group Structure
that Determine 8. GROUP DECISION MAKING
Group Decision effectiveness depends on the criteria
Performance used to assess effectiveness:

and Satisfaction If accuracy, creativity, and degree of

acceptance are important, then a group
decision may work best.

If speed and efficiency are important, then

an individual decision may be best.
 3
Major Factors Group Structure
that Determine 9. CONFLICT MANAGEMENT
Group Conflict: Perceived incompatible differences
Performance resulting in some form of interference or
opposition.
and Satisfaction
Three Views of Conflict

a. Traditional View of Conflict

The view that all conflict is bad and must be avoided.
b. Human Relations View of Conflict
The view that conflict is a natural and inevitable
outcome in any group.
c. Interactionist View of Conflict
The view that some conflict is necessary for a group to
perform effectively.
Three Views of Conflict

c. Interactionist View of Conflict

Functional Conflicts: Conflicts that support a group’s

goals and improve its performance.

Dysfunctional Conflicts: Conflicts that prevent a group

from achieving its goals.
Types of Conflict

a. Task Conflict
Conflicts over content and goals of the work.
b. Relationship Conflict
Conflict based on interpersonal relationships
c. Process Conflict
Conflict over how work gets done.
 When group conflict levels are too high,
managers can select from five conflict
management options: avoidance,
accommodation, forcing, compromise, and
collaboration.
 4
Major Factors Group Task
that Determine More specifically, it is the complexity and
interdependence of tasks that influence a
Group group’s effectiveness.
Performance
The more complex the task, the more a group
and Satisfaction benefits from group discussion about
alternative work methods.
A high degree of interdependence among the
tasks that group members must perform
means they’ll need to interact more.
PART THREE

Turning Groups into

Effective Teams
Work Teams
Groups whose members work intensely on a
specific, common goal using their positive
synergy, individual and mutual accountability,
and contemporary skills.
 1
Problem-solving Teams
Types of Work A team from the same department or
Teams functional area that’s involved in efforts to
improve work activities or to solve specific
problems.
 2
Self-managed Work Team
Types of Work A type of work team that operates without a
Teams manager and is responsible for a complete
work process or segment.
 3
Cross-functional Team
Types of Work A work team composed of individuals from
Teams various functional specialties.
 4
Virtual Team
Types of Work A type of work team that uses technology to
Teams link physically dispersed members in order to
achieve a common goal.

Virtual teams can do all the things that

other teams can—share information, make
decisions, and complete tasks.

Virtual teams tend to be more task-oriented,

especially if the team members have never
met in person.
 Characteristics of Effective Teams

Creating
Effective Teams
 1
Clear Goals
Creating High-performance teams have a clear
Effective Teams understanding of the goal to be achieved.
Members are committed to the team’s goals,
know what they’re expected to accomplish, and
understand how they will work together to
achieve these goals.
 2
Relevant Skills
Creating Effective teams are composed of competent
Effective Teams individuals who have the necessary technical
and interpersonal skills to achieve the desired
goals while working well together.
This last point is important because not
everyone who is technically competent has the
interpersonal skills to work as a team member.
 3
Mutual Trust
Creating Effective teams are characterized by high
Effective Teams mutual trust among members. That is,
members believe in each other’s ability,
character, and integrity.
But as you probably know from personal
relationships, trust is fragile. Maintaining this
trust requires careful attention by managers.
 4
Unified Commitment
Creating Unified commitment is characterized by
Effective Teams dedication to the team’s goals and willingness
to expend extraordinary amounts of energy to
achieve them.
Members of an effective team exhibit intense
loyalty and dedication to the team and are
willing to do whatever it takes to help their
team succeed.
 5
Good Communication
Creating Members convey messages, verbally and
Effective Teams nonverbally, between each other in ways that
are readily and clearly understood.
Also, feedback helps guide team members and
correct misunderstandings.
Members of high-performing teams are able to
quickly and efficiently share ideas and feelings.
 6
Negotiating Skills
Creating Effective teams are continually making
Effective Teams adjustments to who does what. This flexibility
requires team members to possess negotiating
skills.
Because problems and relationships regularly
change within team, members need to be able
to confront and reconcile differences.
 7
Appropriate Leadership
Creating Effective leaders are important. They can
Effective Teams motivate the team t follow them through the
most difficult situations.
Increasingly, effective team leaders act as
coaches and facilitators. They help guide and
support the team, but don’t control it.
 8
Internal and External Support
Creating The final condition necessary for an effective
Effective Teams team is a supportive climate.
Internally, the team should have a sound
infrastructure. The right infrastructure should
support members and reinforce behaviors that
lead to high levels of performance.
Externally, managers should provide the team
with the resources needed to get the job done.
GROUP BEHAVIOR