CHAPTER 5
Foundations of
Group Behavior
TS. Phan Quốc Tấn
Defining and Classifying Groups
Group is two or more individuals, interacting and
interdependent, who come together to achieve Why People Join Groups
particular objectives.
• Security
• Status
Formal Group Informal Group
• Self-esteem
A designated work A group that is neither • Affiliation
group defined by the formally structured nor
organization’s structure. organizationally • Power
determined; appears in • Goal Achievement
response to the need for
social contact.
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Defining and Classifying Groups (cont’d)
Long-term Temporary
Formal Group
Command Group Task Group
A group composed of
Those working together
the individuals who
to complete a job or
report directly to a given
task.
manager.
Friendship Group Interest Group
Informal Group
Those brought together Those working together
because they share one to attain a specific
or more common objective with which
characteristics. each is concerned.
The Five-Stage Model of Group Development
Adjourning The final stage in
group development for
Performing temporary groups,
The fourth stage
characterized by
in groupconcern with wrapping
Norming The third stage
development,
up activities rather
in groupwhen thethangroup is
performance.
development,
fully functional.
Storming
characterized
The second stage
in groupby close
relationships &
Forming The development,
first stage in
cohesiveness.
characterized by
group
intragroup conflict
development,
characterized by
much uncertainty
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Stages of Group Development
Stages of Group Development
Forming Storming Norming Performing
Spirit
Productivity
Directing Mentoring Support Authorization
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Group
Leader Properties
Roles
Norms
Status
Size
Cohesiveness
Diversity
Leader
Formal Leader
• A leader appointed by the organization to manage the group
• A leader has power from the position they hold within the
organizational structure.
• The formal leader may or may not be the informal leader of the
group.
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Group Property 1: Roles
The set of expected behavior patterns that are attributed to occupying a given
position in a social unit
Role Identity Role Expectations
Certain attitudes and behaviors How others believe a person should act in
consistent with a role. a given situation.
Role Perception Role Conflict
An individual’s view of how he or A situation in which an individual is
she is supposed to act in a confronted by divergent role
given situation. expectations.
Psychological Contract
An unwritten agreement that sets out what management expects from the employee and vice versa.
Group Property 2: Norms
Acceptable standards of behavior within a group that are shared by the group’s members.
Standards of behavior accepted by group members
These standards are common to all members of the group.
Standards vary between groups, communities, and societies… but every group, community, and
society has them.
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Group Property 2: Norms (cont’d)
Conformity
Adjusting one’s behavior to align
with the norms of the group.
Reference Groups
Important groups to which individuals belong or hope to
belong and with whose norms individuals are likely to
conform.
Deviant Workplace Behavior
Typology of Deviant Workplace Behavior
Category Examples Deviant Workplace
Behavior
Production Leaving early Antisocial actions by
Intentionally working slowly organizational members
Wasting resources that intentionally violate
Property Sabotage established norms and
Lying about hours worked result in negative
Stealing from the organization consequences for the
organization, its
Political Showing favoritism members, or both.
Gossiping and spreading rumors Group norms can
Blaming coworkers influence the presence of
Personal Aggression Sexual harassment deviant behavior.
Verbal abuse
Stealing from coworkers
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Group Property 3: Status
Determined by:
The power a person wields over others
A person’s ability to contribute to a group’s goals Status: a socially
An individual’s personal characteristics defined position
or rank given to
Status and Norms groups or group
• High-status members often have more freedom to deviate members by
from norms and are better able to resist conformity others.
pressures
Status and Group Interaction
• People seeking higher status are more assertive
• Low status members may not participate
Group Property 3: Status (cont’d)
Status can be created formally by an organization or group
through job position or facilities.
Status can be achieved informally through key characteristics
such as qualifications, knowledge, age, gender, skills or
experience, etc.
Organizations can create status through four ways:
Relationship, attachment to an organization
Occupation
Organizational rank
Income.
Functions of status can be: rewards, incentives,
communication.
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Group Property 4: Size
Odd number groups do better than even.
Groups of 5 to 7 perform better overall than larger or smaller groups.
Performance Social Loafing
The tendency for individuals to expend less effort
when working collectively than when working
individually.
Preventing Social Loafing
Set group goals
Increase intergroup competition
Engage in peer evaluation
Select members who have high motivation and like
to work in groups
Distribute group rewards based on members’
Group Size
individual contributions
Group Property 5: Cohesiveness
Cohesiveness
Degree to which group members are
attracted to each other and are motivated to
stay in the group.
The Impact of Cohesiveness on
Productivity
Team cohesion positively affects
productivity and efficiency.
Increased productivity and efficiency
will help strengthen the team.
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Relationship Between Group Cohesiveness,
Performance Norms, and Productivity
positively
support
organizational
goals
1 2
oppose
organizational
goals 4 3
Group Property 5: Cohesiveness (cont’d)
Increasing group cohesiveness:
1. Make the group smaller. The results of group stability
2. Encourage agreement with group goals. Members of a strong team:
3. Increase time members spend together. • Want to maintain membership
4. Increase group status and admission • Willing to share information
difficultly. • Have very close relationships
5. Stimulate competition with other groups. • Resolve conflicts very effectively
6. Give rewards to the group, not • Have good interpersonal relationships
individuals.
7. Physically isolate the group.
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Group Property 6: Diversity
Diversity: the degree to which Group Demography
members of the group are similar The degree to which members of a group
to or different from one another. share a common demographic attribute,
Types of group diversity such as age, sex, race, educational level,
Surface level diversity or length of service in the organization, and
the impact of this attribute on turnover.
Deep level diversity
Functional level diversity
Factors influencing group behavior
Personal characteristics
of members
Group size Group
behavior Effective
Differences between
members
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Factors influencing group behavior
Personal characteristics of members:
Personal characteristics of members play an important role
in determining group behavior.
Group size:
Small groups complete tasks faster than large groups.
However, small groups will perform poorly when it comes to
solving complex problems.
Member differentiation:
Groups made up of diverse members: people with different
backgrounds and abilities will be more effective.
Group Decision-Making Techniques
Interacting Groups
Typical groups, in which the members interact with each other face-to-face.
Nominal Group Technique
A group decision-making method in which individual members meet face-to-
face to pool their judgments in a systematic but independent fashion.
Brainstorming
An idea-generation process that specifically encourages any and all
alternatives, while withholding any criticism of those alternatives.
Electronic Meeting
A meeting in which members interact on computers, allowing for
anonymity of comments and aggregation of votes.
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Evaluating Group Effectiveness
TYPE OF GROUP
Effectiveness Criteria Interacting Brainstorming Nominal Electronic
Number and quality of ideas Low Moderate High High
Social pressure High Low Moderate Low
Money costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task orientation Low High High High
Potential for interpersonal conflict High Low Moderate Low
Commitment to solution High Not applicable Moderate Moderate
Development of High High Moderate Low
group cohesiveness
Implications for Managers
• Keep the team as small as possible.
• Make sure that team members have the skills, information Skills Required for
Effective Team
and experience to do the task.
Members:
• The team is always conscious of the common goal. • Generosity;
• Try to overcome to develop the team, establish working • Emotional Stability;
• Responsibility;
principles without outside interference. • Problem Solving;
• Develop a sense of shared responsibility. • Communication
Skills;
• To increase employee satisfaction, ensure people
• Conflict resolution
perceive their job roles accurately. skills;
• Trust
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