Chapter 9
Group Behavior
5‐0
Exhibit 1.5 A Basic OB Model
Reproduced from the PowerPoint of "Robbins: Organisational Behavior 1-1
19/e" with the permission of Pearson
Learning Objectives
Distinguish between the different types of groups.
Show how role requirements change in different
situations.
Demonstrate how norms exert influence on an
individual’s behavior.
Show how status affect group performance.
Show how size differences affect group
performance.
Describe how cohesion affect group effectiveness.
6-2
Group and Different Types of Groups
A group is defined as two or more individuals,
interacting and interdependent, who have come
together to achieve particular objectives.
Groups can be either formal or informal.
– Formal groups—those defined by the
organization’s structure
– Informal groups—alliances that are neither
formally structured nor organizationally
determined
sales department.
.
e
g
.
9‐3
Social Identity Theory
A perspective that considers when and why
individuals consider themselves members of groups
– Social identity is a person’s sense of who they are
based on their group membership(s).
– Groups which people belonged to were an important
source of pride and self-esteem. (Taifel, 1979)
– When people’s self-esteem gets tied into the
performance of the group, they have emotional
reactions to the failure or success of their group eg Sports fans
-
-
-
-
. .
·
(football)
– People develop many identities through the course of
their lives. Religion
· *
The live
city we
·
9‐4
Ingroups and Outgroups
Sometimes we think of people who share our
social identity as ingroup and people from
different groups as outgroup
Ingroup
– An ingroup is a group with which you identify
strongly (Giles, H & Giles, J., 2013).
Outgroup
– An outgroup is a group with which you do not
identify (Giles, H & Giles, J., 2013).
– It can mean everyone outside the ingroup.
– But more usually it means an identified other
group known by the ingroup’s members. 9‐5
e.
g
. E
Group Property 1: Roles
·
Manager
– 指某 在社會單元中佔據 Role
特定位置時所應表現出的
系列預期 為模式
– A set of expected behavior patterns attributed to someone
occupying a given position in a social unit
認知
Role Perception
– 指個體根據外在刺激對 – An individual’s view of how he or she is supposed to act in a given
在特定情境下應如何 事
的看法 situation – from external stimuli watch expert
· an
Apprenticeship program > ( M
-
期望
Role Expectations
-
-
·
– The way others believe an individual should act in a given context ])
– 指他 認為個體在特定情 =
– Psychological Contract: an unwritten agreement between the
invisible)
境下應該如何 事
-intangible
=>
employers and employees that sets out their mutual expectations ,
– 理契約：指雇主和員
之間不成 的協議，其中規 Role Conflict
定了雙 的相互期望
– A situation in which an individual is confronted by divergent role
衝突 expectations
– 指個體 臨不同 期望 need to work overtime ?
的情況 Always
Reproduced from the PowerPoint of "Robbins: Organisational
Behavior 18/e" with the permission of Pearson 9‐6
角
角
己
角
角
心
色
色
色
色
人
人
方
面
行
文
行
角
色
行
自
工
一
Group Property 2: Norms
① Norms ① ②
– Acceptable standards of behavior within a group that are
* shared by the group’s members that express what they ought E
and ought not to do under certain circumstances
1 ③
g . Et
:
e
Reproduced from the PowerPoint of "Robbins: Organisational
Behavior 18/e" with the permission of Pearson 9‐7
Group Property 2: Norms
9-2
/EX- **
·
individual (F )
Group (14-1LGE Linsame) , LE1 ESTEFL)
·
Source and modified from: Robbins, S. P. & Judge, T. A. (2013). Organizational Behavior (pp. 282). Boston: Pearson.
5‐8
We feel pressure toward confirmity with
group
worms.
Group Property 2: Norms
② Norms and Conformity
– Conformity - the adjustment of one’s behaviour to align with
the norms of the group. adjust my choice and follow the group
own
norms AA REL
>
-
– As a member of a group, you desire acceptance by the group.
You may conform to group norms when you perceive that
others are doing so.
– Reference groups What you choose to go - GER
>
-
• Important groups to which individuals belong or hope to
E
.
g. Regligion belong. People are motivated to confirm to and adopt the
E
.
g
.
Your workgroup norms of these groups
– 從眾－調整 為以符合群體規範
群體規範
– 為團體成員，你渴望被群體接納
當你感知到其他 都在遵守群體規範時，你可能會遵守這些規範
© 2009 Prentice‐Hall Inc. All rights reserved. 9‐9
– 參照群體
•個 所屬或希望加入的重要群體。 們有動 去認同並採納這些群體的規範
身
人
自
身
人
行
人
力
&
Group Property 2: Norms
Norms and Behaviour
– Hawthorne Studies
• A series of studies undertaken by Elton Mayo at Western Electric
Company’s Hawthorne Works in Chicago between 1924 and
Group horm of
1932 (EFF AD Productivity) Bonus scheme /Work incentive plan
didn'tindividuallymaxiwintheir
- ·
-
Employees a
out
"don'ts "
Don't out too much
– Norms in the workplace significantly influence employee
turn
-
21 c= ↑ period
En E Ho 1 incentive
behaviour 212 E **
policy IJCE2J5
test air 4
– Money was less of a factor in determining worker output than -
et
were group standards, sentiments and security
9‐10
~
Group Property 2: Norms
You know it is but do it.
worry
, you will
Negative norms and group outcomes
– Deviant Workplace Behavior - Voluntary behavior that
violates significant organizational norms and, in doing
so, threatens the well-being of the organization or its
members. eg lunch F
A
– Deviate workplace behaviour is likely to flourish where it
is support by group norms. 職場中的偏差 為往往在群體規範的 持下滋 蔓延。
– When deviant workplace norms surface, employee
cooperation, commitment, and motivation are likely to
suffer.
© 2009 Prentice‐Hall Inc. All rights reserved. 9‐11
行
支
生
Group Property 2: Norms
Negative Norms
9-4
Flourish if supported
norms.
by group
-)
Source and modified from: Robbins, S. P. & Judge, T. A. (2013). Organizational Behavior (pp. 283). Boston: Pearson.
9‐12
Group Property 3: Status
A socially defined position or rank given to groups or group
members by others
Status Characteristics Theory
– Difference in status characteristics creates status hierarchies
within groups.
地位特徵是指個體具有社會意義
• Status characteristics are individuals’ socially significant attributes
的屬性 being used to anticipate the quality of their future task performance.
這些屬性被 來預測他們未來任 (Corral & Ridgeway, 2006)
務表現的品質 – Status derived from one of three sources:
•-The power a person has
(am allocate the resources ) .
– People with power likely control the group resources and thus
the outcomes. They tend to be perceived as high status.
• A person’s ability
=>
– People whose contribution are critical to the group’s success or
goal attainment tend to have high status
9‐13
用
Group Property 3: Status
Intel igen personality (social/Good
Eg . e
• An individual’s personal characteristics looks /
– Someone who has more personal characteristics positively Money
valued by the group usually has higher status than someone (Rich)
with fewer valued characteristics
9‐14
Group Property 3: Status
① Status and Norms
– High-status people are better able to resist conformity pressures (and
deviate from norms) than lower-status peers
– High-status people are more likely to deviate from norms when they
]) have low identification (social identity) with the group
a
Status and Group Interaction
– People who want to attain higher status in a group tend to become
more assertive ~A RAYER)
– They speak more, criticize more, state more comments, and interrupt
others more often.
地位與規範 – Lower-status members participate less
>
actively in group discussion
>
– 地位者比低地位者更能抵抗從眾壓 （並偏離規範）。
– 地位者在對群體認同感（社會認同）較低時，更有可能偏離規範。
地位與群體互動
© 2009 Prentice‐Hall Inc. All rights reserved. 9‐15
– 渴望在群體中獲得更 地位的 往往更 信。
– 他們發 更多、批評更多、發表更多評論，並且
更頻繁地打斷他 。
– 低地位成員較少積極參與群體討論。
高
高
言
人
高
人
力
自
Group Property 4: Size
The size of a group affects the group’s overall
behavior. , (Leg g)
– Large groups are good for gaining diverse input.
Dowmore -
• More effective in fact-finding or idea-generating
– Smaller groups are better at doing something productive
=
About 7 members
Social Loafing
– The tendency for individuals to expend less effort when
working collectively than when working individually
– Caused by a diffusion of responsibility (free riders) or
-
equity concerns
9‐16
Group Property 5: Cohesion
Degree to which group members hold a shared bond with
one another and are motivated to stay in the group
Managerial Implication
– To increase cohesion:
• Make the group smaller.
• Encourage agreement with group goals.
• Increase time members spend together.
• Increase group status and perceived difficulty of attaining
membership.
• Stimulate competition with other groups.
• Give rewards to the group, not individuals.
• Physically isolate the group.
Team/_* APEX
each other.
depand
on
↓
ItLPARIn th Y L* 9‐17
© 2009 Prentice‐Hall Inc. All rights reserved.
17 LEEPEI
-
reconsiderate
Group Property 5: Cohesion
Cohesion affects group productivity
But the relationship between cohesion and productivity depends
on the groups' performance-related norms (e.g. quality, output,
cooperation with outsiders)
– Low-cohesion/low-performance norms
(E)
• When cohesion and performance norms are both low, productivity tends to
fall into the low-to-moderate range.
E – Low-cohesion/high-performance norms
t • If cohesion is low and performance norms are high, productivity increases,
1814 but less than in the high-cohesion/high-performance norms situation
PEACEEBEp ESE E GERIA 14
– High-cohesion/high-performance norms
• If performance norms are high, a cohesive group will be more productive
than a less cohesive group.
– High-cohesion/low-performance norms
• If cohesion is high and performance norms are low, productivity will be
9‐18
low. of strike
I
Group Property 5: Cohesion
9-4 Cohesion
Cohesion
Source and modified from: Robbins, S. P. & Judge, T. A. (2013). Organizational Behavior (pp. 289). Boston: Pearson.
9‐19
Revision (Q1)
Role perception indicates ________.
a) others’ belief
-
regarding how you should act in a given
situation
b) the skills required for performing the job
c) the social norms that are to be followed while
performing the role
d) our view of how we’re supposed to act in a given
O situation
Reproduced from the PowerPoint of
"Robbins: Organisational Behavior 18/e"
with the permission of Pearson
Revision (Q2)
Which of the following statements is true regarding the
effect of status on group interaction?
O
a) Lower-status members state fewer comments in
discussion.
b) Lower-status members tend to be more assertive as
J -
compared to high-status members.
--
c) Lower-status members speak more often as compared
to high-status members.
d) Lower-status members interrupt others more often
compared to high-status members.
Reproduced from the PowerPoint of 21
"Robbins: Organisational Behavior 18/e"
with the permission of Pearson