Group Behavior

Classifications of Groups
Formal Groups
Task Group
Those working together to complete a job or task in an organization but not limited by hierarchical boundaries
Informal Groups
Interest Group
Members work together to attain a specific objective with which each is concerned
Friendship Group
Those brought together because they share one or more common characteristics
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Five Stages of Group Development
Forming
Members feel much uncertainty
Storming
Lots of conflict between members of the group
Norming Stage
Members have developed close relationships and cohesiveness
Performing Stage
The group is finally fully functional
Adjourning Stage
In temporary groups, characterized by concern with wrapping up activities rather than performance
storming
norming
performing
forming
adjourning

An Alternative Model for Group Formation
Temporary groups with deadlines
Punctuated-Equilibrium Model
Temporary groups under deadlines go through transitions between inertia and activity—at the halfway point, they experience an increase in productivity.
Sequence of Actions
Setting group direction
First phase of inertia
Halfway point transition
Major changes
Second phase of inertia
Accelerated activity
A
B
First Meeting
(A+B)/2
time
Phase 1
Phase 2

Group Properties
Group Performance:
Roles
Norms
Status
Size
Cohesiveness

Group Property 1: Roles
Role Identity
Role Perception
Role Expectations
Role Conflict
Group property 2: Norms
Norms
Acceptable standards of behavior within a group that are shared by the group’s members
Classes of Norms
Performance norms
Appearance norms
Social arrangement norms
Allocation of resources norms

Group Norms and the Hawthorne Studies
A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago between 1924 and 1932
Research Conclusions
Worker behavior and sentiments were closely related.
Group influences (norms) were significant in affecting individual behavior.
Group standards (norms) were highly effective in establishing individual worker output.
Money was less a factor in determining worker output than were group standards, sentiments, and security.

Group Norms and the Counterproductive Behavior
Counterproductive work behavior (CWB) is employee behavior that damages performance and well-being of organizations:

Group Property 3: Status
A role model is a person who serves as an example, or whose behavior is emulated by others.
Role-modeling effects

Ringelmann’s Rope Pull: greater levels of productivity but with diminishing returns as group size increases
Group Property 4: Size
Group size affects behavior
Size:
Twelve or more members is a “large” group
Seven or fewer is a “small” group

Group Property 5: Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group
To increase cohesiveness:
Make the group smaller.
Encourage agreement with group goals.
Increase time members spend together.
Increase group status and admission difficulty.
Stimulate competition with other groups.
Give rewards to the group, not to individuals.
Cohesiveness
High Low
High
Low
performance