CHAPTER 3: FOUNDATIONS OF GROUP BEHAVIOUR
Definition of
group
A group is
typically defined as a collection of two or more individuals who come together
and work collaboratively to achieve common goals.
Ø
In a true group,
the members are interdependent, meaning they rely on each other to accomplish
their objectives. They also engage in regular interactions and have sustained
relationships over a period of time.
Types of groups
A.
Formal groups are
structured by the organization's design, with designated work assignments
aligned with organizational goals.
B.
Informal groups, on
the other hand, are spontaneous alliances formed for social contact needs,
lacking formal structure.
Types of
Formal Groups
1. Command Groups: is
specified by the organizational chart, typically consisting of a supervisor and
subordinates.
·
Example: An
academic department chaired by a faculty supervisor and comprising faculty
members.
2. Task Groups: Collaborate
to complete a specific job task, with flexible boundaries crossing command
relationships.
·
Example: Coordination
among various roles (dean of academic affairs, dean of students, etc.) when
addressing a campus crime accusation.
3. Functional Groups: Created
by the organization to achieve specific goals without a specified timeframe,
enduring beyond immediate objectives.
·
Example: Departments
like marketing, customer service, or accounting, designed to fulfill ongoing
organizational functions.
Types of informal groups:
1.
Interest Groups: are
formed when individuals, who may or may not be part of formal or task groups,
come together to pursue a specific objective that aligns with their common
interests.
·
Examples of interest groups include employees advocating for
improved working conditions or students forming a study group for a specific
class.
2.
Friendship Groups: are
formed based on personal relationships and common characteristics, which are similar
social activities, political beliefs, religious values, or other bonds among
members.
·
Examples include employees forming exercise groups,
participating in sports teams, or organizing social events like potluck
lunches.
3.
Reference Groups: are
used by individuals for self-evaluation, social validation, social comparison. Individuals
compare themselves to the members of their reference group to assess whether
their attitudes.
·
Examples of reference groups include colleagues from
different departments or organizations, family members, friends, or people with
similar religious affiliations.
Why Do People Form Groups?
People form groups for
various reasons, and their strong attachment to these groups can be attributed
to factors such as
1.
Social Identity: individuals
develop emotional responses to their group's achievements or failures because
their self-esteem becomes linked to the group's performance..
Ø
When a group
they identify with succeeds, individuals experience a sense of pride and an
elevation in self-esteem and vice versa.
2.
Identity and Belonging: People
develop multiple identities throughout their lives, such as their profession,
organization, religion, ethnicity, or gender.
Ø
In-Group Favoritism: Group
membership often leads to in-group favoritism, where individuals perceive
members of their own group as better than outsiders and view outsiders as all
the same. This can lead to stereotyping and biases.
Several characteristics make a social
identity important to a person:
ü
Similarity: People
tend to identify more strongly with groups whose members share similar values
or characteristics.
ü
Distinctiveness: Individuals
are more likely to notice and identify with groups that highlight their
differences from other groups.
ü
Status: Individuals
are inclined to associate themselves with high-status groups to boost their
self-esteem.
ü
Uncertainty Reduction: Group
membership helps individuals understand their role and position in the world.
Being part of a group provides a sense of clarity and reduces uncertainty about
one's identity and place in society.
Stages of Group Development
According to Tuckman's
theory, group development consists of five stages:
1.
Forming: This
stage is characterized by confusion and uncertainty.
Ø
The group's
goals and leadership are not yet established, and members are getting to know
each other and setting expectations. Trust and openness are developed during
this stage.
2.
Storming: is
marked by high emotionality, tension, and conflicts among group members.
Ø
Hostility and
competition may arise as individuals vie for influence and status. Group goals
become clearer, and attention shifts to overcoming obstacles.
Ø
This stage often
sees disagreements and power struggles.
3.
Norming: is
when the group starts to come together as a cohesive unit. The conflicts of the
storming stage are resolved, and a sense of harmony and coordination emerges.
Ø
Members
recognize individual differences, develop a feeling of group cohesion, and
divide responsibilities. Cooperative efforts yield results.
4.
Performing: signals
a mature and well-functioning group. Members effectively handle complex tasks
and disagreements.
Ø
The group
structure is stable, and members are motivated by group goals. The primary
focus is on improving relationships and performance.
5.
Adjourning: applies
mainly to temporary groups that disband after completing their tasks. Members
willingly disband and may experience closure and sadness.
Ø
The success of
the group is evaluated based on its ability to disband effectively and work
well together in future responsibilities.
It's important to note
that not all groups experience the adjourning stage, as some groups are
permanent or ongoing. The reasons for disbandment vary, such as task completion
or individual decisions to part ways.
Group Properties:
1.
Roles: are
sets of expected behavior patterns attributed to someone in a social unit. Individuals
play diverse roles both within and outside their jobs.
Ø Role
perception is our view of how we should act in a given situation,
influenced by various stimuli.
Ø Role
expectations are how others believe we should act in a specific
context.
Ø Role
conflict occurs when compliance with one role requirement
conflicts with another.
2. Norms
Are accepted standards of behavior
within a group. They dictate what is considered appropriate and inappropriate
behavior in specific situations. Different groups have different norms, but
every group has them.
Ø Norms can cover various aspects of group behavior,
such as how hard members should work, how to dress, who to socialize with, and
how resources are allocated.
Ø Conforming
to norms is important for acceptance within the group, and
groups can exert pressure on individuals to conform.
Ø Deviant
workplace behavior refers to voluntary behavior that goes against
organizational norms and threatens the well-being of the organization or its
members. Examples
include spreading rumors, yelling at coworkers, and engaging in harassment.
3. Status
means to the socially assigned
position or rank attributed to groups or individuals by others.
Status can be determined by three main factors:
Ø Power: Individuals
who have control over the group's resources and outcomes are often perceived as
having high status because of their ability to influence others.
Ø Contribution
to group goals: Individuals who make critical contributions to the
success of the group are likely to have high status.
Ø Personal
characteristics: Individuals
who possess personal characteristics that are positively valued by the group,
such as attractiveness, intelligence, wealth, or a friendly personality, tend
to have higher status compared to those with fewer valued attributes.
4.
Size
The size of a group can have an
impact on its overall behavior, although the effects may vary depending on the
specific variables being examined.
Ø Smaller groups tend to be faster at completing tasks
compared to larger groups, and individuals often perform better in smaller
group settings.
Ø On the other hand, in problem-solving tasks, larger
groups tend to achieve better outcomes compared to smaller groups.
Social loafing, which
Social loafing is a phenomenon in group dynamics where individuals within a
group reduce their full effort and contribution to the group's effort and
performance..
Ø As group size increases, overall group performance
may increase, but the individual productivity of each member tends to decline.
5.
Cohesiveness is the extent to which members of a group are drawn
to one another and motivated to remain part of the group.
Ø
It can be
influenced by factors such as the amount of time spent together, the small size
of the group facilitating high interaction, or external threats that bring
members closer together. Cohesiveness has a significant impact on group
productivity.
6.
Diversity in-group membership refers to the degree to which
members of the group are similar to or different from each other.
Ø Research extensively examines how diversity
influences group performance, including cultural, racial, gender, and other
differences. Overall, studies reveal both benefits and costs associated with
group diversity.
Group Decision-Making
Group decision-making involves
the process of making decisions collectively as a group, as opposed to
individual decision-making.
Strengths of Group Decision-Making:
1.
Generates more
complete information and knowledge:
2.
Offers increased
diversity of views
3.
Increases
acceptance of the solution:
Weaknesses of Group Decision-Making:
1.
Typically, it
takes more time to reach a solution.
2.
Greater
conformity pressures exist.
3.
Discussion can
be dominated by one or a few members.
4.
Ambiguous
responsibility decreases accountability.
Effectiveness and Efficiency:
A.
Effectiveness: The
effectiveness of group decision-making depends on the criteria used to define
effectiveness.
ü Accuracy: Group
decisions tend to be more accurate than the average individual decision, but
less accurate than the judgments of the most accurate group member.
ü Speed: Individual
decision-making is generally faster than group decision-making.
ü Creativity: Groups
have the potential to be more creative in generating solutions compared to
individuals.
ü Degree
of acceptance: Group decisions are more likely to be accepted by
group members compared to decisions made by individuals.
B.
Efficiency: Groups
are generally less efficient than individual decision-makers, except in cases
where a decision requires a large quantity of diverse input.
Groupthink and Group Shift:
1.Groupthink: refers
to a phenomenon where group members prioritize consensus and conformity over
critical evaluation of alternative courses of action.
ü Symptoms of groupthink include rationalizing away
resistance, applying direct pressures on dissenting views, silencing dissenting
opinions, and an illusion of unanimity.
ü Optimal conditions for groupthink include a clear
group identity, a positive group image to protect, and a perception of a
collective threat to that positive image.
ü Minimizing groupthink can be achieved by keeping
group size small, encouraging input from all members, and appointing a
"devil's advocate" to challenge the majority opinion.
2.Group Shift: is
a situation where group discussions lead to a significant shift in the
positions of group members toward more extreme positions than their initial
views.
ü Group discussions can lead to increased risk-taking
behavior within the group.
ü Group shift occurs due to increased familiarity
among group members, societal values regarding risk, and the diffusion of
responsibility within a group.
Group Decision-Making Techniques:
1.
Brainstorming: A
technique used to generate a list of creative alternatives. However, it may
lead to fewer creative alternatives due to production blocking, where distractions
hinder individual thought.
2.
Nominal Group Technique (NGT): This
technique restricts discussion during the decision-making process.
3.
Computer-Assisted Group or Electronic
Meeting: This variant of the nominal group technique utilizes
computer technology to gather larger groups (up to 50 individuals) for
decision-making. Inputs are recorded anonymously via computer terminals.
Ø However, early research suggests that electronic
meetings may lead to decreased effectiveness, slower task completion, and lower
satisfaction compared to traditional face-to-face meetings.