Transcript Kreitner

Group Dynamics
Chapter 10
McGraw-Hill/Irwin
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Ch. 10 Learning Objectives
1. Identify the four sociological criteria of a group and
discuss the impact of social networking on group
dynamics.
2. Describe the five stages in Tuckman’s theory of
group development, and discuss the threat of group
decay.
3. Distinguish between role conflict and role ambiguity
4. Contrast roles and norms, and specify four reasons
norms are enforced in organizations.
5. Distinguish between task and maintenance functions
10-2
in groups.
Ch. 10 Learning Objectives
6. Summarize the practical contingency
management implications for group size.
7. Discuss why managers need to carefully
handle mixed-gender task groups.
8. Describe groupthink, and identify at least
four of its symptoms
9. Define social loafing, and explain how
managers can prevent it.
10-3
Key Social Skills Managers Need for
Building Social Capital
Social Skill
Description
Social perception
Ability to perceive accurately the
emotions, traits, motives and
intentions of others
Impression management
Tactics designed to induce liking a
favorable first impression by
others
Persuasion and social
influence
Ability to change others’ attitudes
and/or their behavior in desired
direction
Ability to adapt to, or feel
comfortable in, a wide range of
social situations
Social adaptability
10-4
Your Experience
What types of groups have you belonged to?
a. Class group projects
b. Groups whose members share an common
recreational interest or hobby
c. Student organizations
d. Other
What made this experience rewarding?
What made this experience challenging?
10-5
Sociological Criteria of a Group
Common
identity
4
Collective
norms
2
1
Two or more
Freely interacting
individuals
3
Collective goals
10-6
Value of Groups
Why do
individuals join
groups?
Why do
organizations
form groups?
10-7
Formal Groups Fulfill Organizational
Functions
1) Accomplish complex, independent tasks
beyond the capabilities of individuals
2) Generate new or creative ideas or
solutions
3) Coordinate interdependent efforts
4) Provide a problem-solving mechanism
for complex problems
5) Implement complex decisions
6) Socialize and train newcomers
10-8
Formal Groups Fulfill Individual Functions
1) Satisfy the individual’s need for affiliation
2) Develop, enhance and confirm individual’s
self-esteem and sense of identity
3) Give individuals an opportunity to test and
share their perceptions of social reality
4) Reduce the individual’s anxieties and feelings
of insecurity and powerlessness
5) Provide a problem-solving mechanism for
social and interpersonal problems
10-9
Social Networking Revolution
Social networking
sites are:
•Breaking down silos
•Blurring the lines
between formal and
informal groups
•Enabling friendships
between managers
and subordinates
What management
challenges does this
create?
How can SNS’s be used
to the organization’s
benefit?
Should managers be
friends with direct
reports?
10-10
Tuckman’s Five-Stage Theory
of Group Development
Performing
Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence
10-11
Tuckman’s Five-Stage Theory
of Group Development
Forming
Individual
Issues
Group
Issues
Storming
Norming
“How do I fit
in?”
“What’s my
role here?”
“What do the
others expect
me to do?”
“Why are we
here?”
“Why are we
fighting over
who’s in
charge and
who
does what?”
“Can we agree
on roles and
work as a
team?”
Performing
“How can I
best
perform my
role?”
“Can we do
the
job properly?”
10-12
Test Your Knowledge
True or False?
1. All groups go through the stages in this order and
don’t regress to earlier stages.
2. Knowledge of these stages helps members and
leaders understand the group’s behavior and take
appropriate action.
3. Participative leadership is more important in earlier
stages, while structured leadership is more
important in later stages.
4. Feedback becomes more general, less frequent, and
more negative as teams progress through the stages.
5. Unclear deadlines make work teams less efficient.
10-13
Roles Defined
Role expected
behaviors for a
given position
Examples:
• Team Leader
• Devil’s Advocate
• Business
Developer
10-14
A Role Episode
Role Sender
• Perceived organizational/
group requirements
• Comparative evaluation of
- Role expectations for
focal person
- Focal person’s behavior
Focal Person
Role
Modeling
• Perceived role expectations
• Experienced role overload,
role conflict, role ambiguity
Communication
• Constructive/destructive
of approval
responses
or need for
change
Feedback
10-15
Roles Defined
Role Conflict: others have conflicting or
inconsistent expectations
Role Ambiguity: Confusion arising from not
knowing what one is expected to do as the holder of a
role.
Role Overload: others’ expectations exceed one’s
ability
What is the impact of these outcomes?
What can managers do about it?
10-16
Norms
Norm shared
attitudes, opinions,
feelings, or actions
that guide social
behavior
In what four ways
are norms formed?
10-17
Four Reasons Norms are Enforced
Group/organization survival
Clarification of behavioral expectations
Avoidance of embarrassment
Clarification of central values/unique
identity
10-18
Task Roles
Initiator suggests new goals or ideas
Information seeker/giver clarifies key issues
Opinion seeker/giver clarifies pertinent values
Elaborator promotes greater understanding
through examples or exploration of implications
Coordinator pulls together ideas and suggestions
10-19
Task Roles
Orienter keeps group headed toward its stated
goal(s)
Evaluator tests group’s accomplishments with
various criteria such as logic and practicality
Energizer prods group
Procedural technician performs routine duties
Recorder performs a “group memory” function by
documenting discussion and outcomes
10-20
Maintenance Roles
Encourager fosters group solidarity by accepting and
praising various points of view
Harmonizer mediates conflict through reconciliation or
humor
Compromiser helps resolve conflict by meeting others
“half way”
Gatekeeper encourages all group members to
participate
Standard setter evaluates the quality of group processes
Commentator records and comments on group
processes/dynamics
10-21
Follower serves as a passive audience
Test Your Knowledge
Karen, a manager, would like to assemble a
group to make a difficult, complex decision.
Ken, wants to form a group to brainstorm
new product ideas. The optimal size for
Karen’s and Ken’s groups, respectively, is:
a.
b.
c.
d.
20-25, 4-5
10-15, 10-15
3-5, 8-12
8-12, 3-5
10-22
Categories of Sexual Harassment
Category
Behavioral Examples
Derogatory attitudes--impersonal
 Obscene gestures not directed at
target
 Sex-stereotyped jokes
Derogatory attitudes--personal
 Obscene phone calls
 Belittling the target’s competence
Unwanted dating pressure
 Repeated requests to go out after
work or school
Sexual propositions
 Proposition for an affair
10-23
Categories of Sexual Harassment
Category
Physical sexual contact
Behavioral Examples
 Embracing the target
 Kissing the target
Physical nonsexual contact
 Congratulatory hug
Sexual coercion
 Threatening punishment unless
sexual favors are given
 Sexual bribery
10-24
Threats to Group Effectiveness
Asch Effect
Groupthink
Social Loafing
10-25
The Asch Effect
Asch Effect: the distortion of individual
judgment by a unanimous but incorrect
opposition.
Standard Line Card
?
Comparison Lines
Card
1
2
3
10-26
Asch Effect
Since the 1950’s this effect has declined in the
US
Individualist cultures resist pressures to
conform more than collectivistic cultures
What are the implications of the Asch effect
for managers?
10-27
Groupthink
Groupthink: When you
feel a high pressure to
conform and agree and
are unwilling to
realistically view
alternatives
What are some of the
reasons or factors that
promote groupthink?
What can be done to
prevent groupthink?
10-28
Symptoms of Groupthink Lead to
Defective Decision Making
Symptoms of Groupthink








Invulnerability
Inherent morality
Rationalization
Stereotyped views of
opposition
Self-censorship
Illusion of
unanimity
Peer pressure
Mindguards
Decision-making Defects
1) Few alternatives
2) No reexamination of
preferred alternatives
3) No reexamination of
rejected alternatives
4) Rejection of expert
opinions
5) Selective bias of new
information
6) No contingency plans
10-29
Social Loafing
Social Loafing:
decrease in individual
effort as group size
increases
What factors
contribute to social
loafing?
What actions could
you take to prevent
social loafing?
10-30
Test Your Knowledge
A group of employees with accounting expertise
needs to adapt their procedures in response to
changes within the organization. The group decides
to 1) hold each member accountable for a
meaningful task and 2) to establish a process so that
everyone openly expresses their opinion. The group
was trying to prevent ____ and _____, respectively.
a.
b.
c.
d.
Social loafing; Groupthink
Role overload; social loafing
Asch Effect; role ambiguity
Groupthink; role overload
10-31
Group Dynamics
Supplemental
Slides
Chapter 10
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Role Conflict
59%
Fathers in dualincome families
reporting
work/life
conflict
45%
Up from 35% in
1977
Source: Jayson, S. Gender roles see a “conflict” shift. USA Today, 3/26/09 pg. 1A
Mothers in dualincome families
reporting
work/life
conflict
Up from 40% in
1977
10-33
Role Conflict
In what ways do you
experience role conflict?
How have you handled
them?
10-34
Video Cases
United Airlines Employees Learn from Nascar
10-35
Management in the Movies
13 Going on 30
In this scene, Jenna is at a Poise magazine party.
How does the group on the dance floor move through
the stages of group development?
What type of group is the dance floor group?
10-36
Group Dynamics: The Lucifer Effect
Phil Zimbardo, esteemed social psychologist’s
research suggests:
•Nearly everyone would treat others viciously or
look the other way at abuse under certain
conditions (e.g. Abu Ghraib)
•Inner character seldom survives without social
guideposts
•Few people will challenge a widely accepted
injustice
Source: Do we all have a dark side?, Elias, M. USA Today, Wednesday, March 14, 2007
10-37
Group Dynamics: The Lucifer Effect
Phil Zimbardo, esteemed social psychologist’s
research suggests:
•“Although people can be swayed in bad
situations, they’ll return to their normal, decent
selves once they’re moored again in everyday
routines”
•The study of Whistleblowers is in it’s infancy,
more research should look into what makes
these people stand up and make changes
Source: Do we all have a dark side?, Elias, M. USA Today, Wednesday, March 14, 2007
10-38
Group Dynamics: Dilemma
Is it ok to have a friendship with people who
report to you?
Jack and Suzy Welch’s advice:
•Yes, because it makes work that much more
enjoyable, but be careful that your friendship
doesn’t hinder your ability to be candid and
discuss what is working well and not well.
•This candor is critical in the employee-manager
relationship. You will have to be able to
compartmentalize a little but in this way you are
confident that you’re being fair to everyone.
Source: Ideas The Welch Way, BusinessWeek, November 20, 2006
10-39
When Group Dynamics Go Bad
Antisocial groups
encourage antisocial
individual behavior
Monkey-see, Monkey-do
effect was observed in
study of 187
workgroups from 20
different organizations.
What should managers
do?
Examples of contagious
behaviors:
Saying hurtful things to coworkers
Doing poor work; working
slowly
Bending or breaking rules
Criticizing co-workers
Doing something harmful to
boss or employer
Starting an argument with a coworker
Saying rude things about the
boss or organization
10-40
Lawsuit Reveals Team Building Gone Berserk – Workforce Management May, 2006.
Management Impact on
Deviant Behaviors
60% of employees engage in theft
48% admitted to cutting corners on quality
control, covering up incidents, abusing/lying
about sick days, cheating on expenses,
deceiving customers
What role does the corporate culture, human
resource systems, and managers play in
affecting deviant behavior among employees?
Source: The Good, The Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors, Listzky, B. E.,
Eddleston, K. A., and Kidder, D. L. (2006). Academy of Management Perspectives.
10-41
Management Impact on
Deviant Behaviors
Triggers of Workplace
Deviance
• Compensation/Reward
Structure
• Social Pressures to
Conform
• Untrusting Attitudes
Types of Workplace Deviance
Costs to Organization
• Production Deviance
• Lack of product consistency
• Political Deviance
• Higher production costs
• Property Deviance
• Loss of inventory control
• Personal Aggression
• Inconsistent service quality
• Loss of profits
• Ambiguity about Job
Performance
Source: The Good, The Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors, Listzky, B. E.,
Eddleston, K. A., and Kidder, D. L. (2006). Academy of Management Perspectives.
10-42
Strategies for Reducing
Workplace Deviance
Foster trusting relationships
Promote fairness and equity in rules and
rewards
Don’t ignore deviant behavior – stop cycle
before it starts
Be a role model
Explain organizational goals and impact
deviant behavior has on organization
Source: The Good, The Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors, Listzky, B. E.,
Eddleston, K. A., and Kidder, D. L. (2006). Academy of Management Perspectives.
10-43
Champions of Innovation
Innovation provides competitive advantage
Google’s champion of innovation Marissa Mayer’s 9
notions of innovation
1. Ideas come from everywhere
2. Share everything you can
3. You’re brilliant, we’re hiring
4. A license to pursue dreams
5. Innovation, not instant perfection
6. Don’t politic, use data
7. Creativity loves restraint
8. Worry about usage and users, not money
9. Don’t kill projects, morph them
Source: IN June 2006, Champions of Innovation, Michelle Conlin
10-44
Tips for Working on Virtual Teams
Example e-mail: “Problem with the project
design. Let’s discuss at next week’s meeting –
Sam.”
Receiver’s reaction:
• I put a lot of time into that project design
• Who is Sam anyway?
• Should I trust his judgment?
10-45
Tips for Working on Virtual Teams
Meet face-to-face to start a project and for major
milestones
Assume positive intent
• If an e-mail's tone sounds off-putting, withhold
judgment until you learn more or talk to them directly
via phone
Engage in positive predictable behavior
• Honor commitments, attend meetings on time, don’t
send terse emails
10-46
Tips for Working on Virtual Teams
Respect.
• Ensure everyone feel they have a voice on the team.
Be in the moment.
• Pay attention to the meeting you are in – no cell phones,
checking e-mail, etc.
Contribution
• Everyone should be clear what they should do to
contribute to the team’s goals.
10-47
Tips for Working With Friends
Disable the “stupid switch” when hiring friends
• Keep objective even when you feel good about the
candidate
Avoid the appearance of impropriety
• Hold friends to the same expectations and treat them the
same as other employees
When problems arise, don’t procrastinate
• Don’t rationalize a performance problem or assume it
will get better on its own. Address the problem openly.
10-48
Test Your Knowledge: Informal Groups
What percentage of American workers plan
to get in touch with people in the office
regularly via phone or e-mail while on
vacation this summer?
a.
b.
c.
d.
13%
23%
33%
43%
10-49
It’s a Bird, It’s a Plane, It’s Superwoman!
“Superwoman” status is both
an incentive and reward
A woman with a paying job
is more likely to view herself
as a well-rounded adult
Competing demands of
work, marriage, children and
other household
responsibilities can affect a
woman’s career
Marriage and family=assets
for men; =career inhibitors
for women
10-50
When Group Dynamics Go Bad
Damaging company property
Saying hurtful things to coworkers
Doing poor work; working
slowly
Complaining with co-workers
Bending or breaking rules
Criticizing co-workers
Doing something harmful to
boss or employer
Starting an argument with a
co-worker
Saying rude things about the
boss or organization
10-51
Conclusion
Questions for discussion
10-52