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| Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. |
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| A designated work group defined by the organization’s structure. |
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| A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact. |
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| A group composed of the individuals who report directly to a given manager. |
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| Those working together to complete a job or task. |
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| Those working together to attain a specific objective with which each is concerned. |
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| Those brought together because they share one or more common characteristics. |
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Security
Status
Self-esteem
Affiliation
Power
Goal Achievement |
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| The first stage in group development, characterized by much uncertainty. |
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| The second stage in group development, characterized by intragroup conflict. |
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| The third stage in group development, characterized by close relationships and cohesiveness. |
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| The fourth stage in group development, when the group is fully functional. |
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| The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance. |
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Term
| Punctuated-Equilibrium Model |
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Definition
| Temporary groups under time constrained deadlines go through transitions between inertia and activity---at the half-way point, they experience an increase in productivity. |
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| A set of expected behavior patterns attributed to someone occupying a given position in a social unit. |
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| Certain attitudes and behaviors consistent with a role. |
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| An individual’s view of how he or she is supposed to act in a given situation. |
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| How others believe a person should act in a given situation. |
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| An unwritten agreement that sets out what management expects from the employee and vice versa. |
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| A situation in which an individual is confronted by divergent role expectations. |
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| Acceptable standards of behavior within a group that are shared by the group’s members. |
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Definition
Performance norms
Appearance norms
Social arrangement norms
Allocation of resources norms |
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| Group Norms & The Hawthorne Studies |
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Definition
| A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago between 1924 and 1932. |
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Term
Group Norms & The Hawthorne Studies
Research Conclusions: |
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Definition
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. |
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Term
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Definition
| Adjusting one’s behavior to align with the norms of the group. |
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Definition
| Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform. |
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Term
| Deviant Workplace Behavior |
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Definition
Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.
Group norms can influence the
presence of deviant behavior. |
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Term
| Typology of Deviant Workplace Behavior |
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Definition
Production-
Leaving early;Intentionally working slowly;Wasting resources
Property-
Sabotage,Lying about hours worked;Stealing from the organization
Political-
Showing favoritism;Gossiping and spreading rumors;Blaming coworkers
Personal Aggression-
Sexual harassment;Verbal abuse;Stealing from coworkers |
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Definition
| A socially defined position or rank given to groups or group members by others. |
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Definition
The tendency for individuals to expend less effort when working collectively than when working individually.
Other conclusions:
Odd number groups do better than even.
Groups of 5 to 7 perform better overall than larger or smaller groups. |
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Term
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Definition
Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness:
Make the group smaller.
Encourage agreement with group goals.
Increase time members spend together.
Increase group status and admission difficultly.
Stimulate competition with other groups.
Give rewards to the group, not individuals.
Physically isolate the group. |
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Term
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Definition
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. |
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Definition
| Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. |
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| 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. |
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| Typical groups, in which the members interact with each other face-to-face. |
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Definition
| A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion. |
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Definition
| An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives. |
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Term
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Definition
| A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes. |
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