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ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
Chapter 8
Foundations of
Group Behavior

© 2005 Prentice Hall Inc.
All rights reserved. 8–2
Defining and Classifying GroupsDefining and Classifying Groups
Group(s)
Two or more individuals interacting and
interdependent, who have come together
to achieve particular objectives.
Formal Group
A designated work
group defined by the
organization’s structure.
Informal Group
A group that is neither
formally structured now
organizationally determined;
appears in response to the
need for social contact.

Defining and Classifying Groups (cont’d)Defining and Classifying Groups (cont’d)
Command Group
A group composed of
the individuals who
report directly to a
given manager.
Task Group
Those working together
to complete a job or task.
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 People Join GroupsWhy People Join Groups
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement

The Five-Stage Model of Group DevelopmentThe Five-Stage Model of Group Development
Forming Stage
The first stage in group development, characterized
by much uncertainty.
Storming Stage
The second stage in group development,
characterized by intragroup conflict.
Norming Stage
The third stage in group development, characterized
by close relationships and cohesiveness.

…Group Development (cont’d)…Group Development (cont’d)
Performing Stage
The fourth stage in group development, when the
group is fully functional.
Adjourning Stage
The final stage in group development for temporary
groups, characterized by concern with wrapping up
activities rather than performance.

An Alternative Model: Temporary Groups with
Deadlines
An Alternative Model: Temporary Groups with
Deadlines
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
Punctuated-
Equilibrium Model
Temporary groups go
through transitions
between inertia and
activity.

Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)
Role(s)
A set of expected behavior 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 individual’s view of how he or she is supposed to
act in a given situation.

Group Structure - Roles (cont’d)Group Structure - Roles (cont’d)
Role Expectations
How others believe a person should act in a given
situation.
Role Conflict
A situation in which an individual is confronted by
divergent role expectations.
Psychological Contract
An unwritten agreement that sets out what
management expects from the employee and vice
versa.

8–
10
Group Structure - NormsGroup Structure - Norms
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources
norms
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources
norms
Norms
Acceptable standards of behavior within a group
that are shared by the group’s members.

8–
11
The Hawthorne StudiesThe 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.

8–
12
Group Structure - Norms (cont’d)Group Structure - 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.

8–
13
Group Structure - Norms (cont’d)Group Structure - Norms (cont’d)
Deviant Workplace Behavior
Antisocial actions by organizational members that
intentionally violate established norms and result in
negative consequences for the organization, its
members, or both.

8–
14
Group Structure - StatusGroup Structure - Status
Group NormsGroup NormsGroup NormsGroup Norms
Status EquityStatus EquityStatus EquityStatus Equity
CultureCultureCultureCulture
Group MemberGroup Member
StatusStatus
Group MemberGroup Member
StatusStatus
Status
A socially defined position or rank given to groups or
group members by others.

8–
15
Group Structure - SizeGroup Structure - Size
Group Size
Performance
Expected
Actual (due to
loafing)
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger
or smaller groups.
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger
or smaller groups.
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.

8–
16
Group Structure - CompositionGroup Structure - Composition
Group Demography
The degree to which members of a group share a
common demographic attribute, such as age, sex,
race, educational level, or length of service in the
organization, and the impact of this attribute on
turnover.
Cohorts
Individuals who, as part of a group, hold a common
attribute.

8–
17
Group Structure - CohesivenessGroup Structure - Cohesiveness
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group.

8–
18
Group TasksGroup Tasks
 Decision-making
– Large groups facilitate the pooling of information about
complex tasks.
– Smaller groups are better suited to coordinating and
facilitating the implementation of complex tasks.
– Simple, routine standardized tasks reduce the
requirement that group processes be effective in order
for the group to perform well.

8–
19
Group Decision MakingGroup Decision Making
 Strengths
– More complete
information
– Increased diversity of
views
– Higher quality of
decisions (more
accuracy)
– Increased
acceptance of
solutions
 Weaknesses
– More time
consuming (slower)
– Increased pressure
to conform
– Domination by one
or a few members
– Ambiguous
responsibility

8–
20
Group Decision Making (cont’d)Group Decision Making (cont’d)
Groupthink
Phenomenon in which the norm for consensus
overrides the realistic appraisal of alternative course
of action.
Groupshift
A change in decision risk between the group’s
decision and the individual decision that member
within the group would make; can be either toward
conservatism or greater risk.

8–
21
Symptoms Of The Groupthink PhenomenonSymptoms Of The Groupthink Phenomenon
 Group members rationalize any resistance to the
assumptions they have made.
 Members apply direct pressures on those who
express doubts about shared views or who
question the alternative favored by the majority.
 Members who have doubts or differing points of
view keep silent about misgivings.
 There appears to be an illusion of unanimity.

8–
22
Group Decision-Making TechniquesGroup 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.

8–
23
Group Decision-Making TechniquesGroup Decision-Making Techniques
Electronic Meeting
A meeting in which members interact on computers,
allowing for anonymity of comments and aggregation
of votes.
Brainstorming
An idea-generation process that specifically
encourages any and all alternatives, while
withholding any criticism of those alternatives.

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