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CHAPTER 8:

FOUNDATIONS OF
GROUP BEHAVIOR
GROUP
Defined as two or more
individuals, interacting and
interdependent, who have
come together to achieve
particular objectives.

FORMAL GROUP
Defined by the organizations structure with designated
work assignments establishing tasks.

INFORMAL GROUP
Alliances that are neither formally structured nor
organizationally determined; appear in response to need
for social contact.


CLASSIFICATIONS:
Command Group
Task Group
Interest Group
Friendship Group
COMMAND GROUP
A group composed of the individuals who report directly
to a given manager.

TASK GROUP
Those working together to complete a job task; may
cross command relationships

INTEREST GROUP
Those working together to attain a specific objective with
which each is concerned

FRIENDSHIP GROUP
Those brought together because they share one or more
common characteristics

WHY DO PEOPLE JOIN GROUPS?
SECURITY
STATUS
SELF-ESTEEM
WHY DO PEOPLE JOIN GROUPS?
AFFILIATION
POWER
GOAL ACHIEVEMENT
STAGES OF GROUP
DEVELOPMENT

THE FIVE-STAGE MODEL

Forming- the first
stage in group
development,
characterized by
much uncertainty
about the groups
purpose, structure
and leadership.
Storming- the
second stage in
group
development,
characterized by
intragroup conflict
Norming- the third
stage in group
development
characterized by
close relationships
and cohesiveness
Performing- fourth
stage in group
development, when
the group is fully
functional
Adjourning- final
stage in group
development for
temporary groups,
characterized by
concern with
wrapping up
activities rather that
task performance
PUNCTUATED-EQUILIBRIUM MODEL (FOR
TEMPORARY GROUPS WITH DEADLINE)

Their first
meeting
sets the
groups
direction

A transition
takes place at
the end of this
first phase,
which occurs
exactly when
the group has
used half of
its allotted
time

A transition initiates
major changes; a
second phase inertia
follows

The groups last
meeting is
characterized by
markedly
accelerated activity

EXTERNAL CONDITIONS IMPOSED ON THE
GROUP

Organizations overall strategy- outlines the organizations goals and the
means for attaining these goals
Authority structures- define who reports to whom, who makes decisions
and what decisions individuals or groups are empowered to make
Formal regulations- rules, procedures, policies and job description to
standardize employee behavior
Resources- money, time, raw materials and equipment which are allocated
to the group by the organization
EXTERNAL CONDITIONS IMPOSED ON THE
GROUP

Selection process- determination of the kinds of people that will be in
the wrork group
Performance evaluation and reward system- how the organization
evaluates performance and what behaviors are rewarded
Organizations culture- defines standards of acceptable and
unacceptable behavior for employees
Physical work setting- these create both barriers and opportunities fro
work group interaction
GROUP MEMBER RESOURCES

Knowledge, skills and abilities
Personality characteristics- attributes
that tend to have a positive connotation
in our culture tend to be positively
related to group productivity, morale and
cohesiveness

GROUP STRUCTURE

Structural variables:
Formal leadership
Role- a set of expected behaviour 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 individuals view of how he or she is
supposed to act in a given situation
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

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