Organizational Behavior

👥Organizational Behavior Unit 9 – Group and Intergroup Relations

Group dynamics shape how teams function in organizations. This unit explores key concepts like norms, cohesion, and groupthink that influence group behavior and decision-making. It also examines different types of groups, stages of development, and factors affecting performance. Effective leadership and communication are crucial for group success. The unit covers leadership styles, decision-making techniques, and strategies for improving group communication. It also addresses intergroup relations, conflict management, and practical applications for fostering positive group dynamics in the workplace.

Key Concepts in Group Dynamics

  • Group dynamics encompasses the attitudes and behavioral patterns of a group, the interactions between group members, and the formation of a shared identity
  • Norms are the informal, unwritten rules that govern group behavior and are used to assess the appropriateness of members' actions
  • Group cohesion refers to the degree of attraction and loyalty that members feel toward the group and their desire to remain part of it
    • Factors influencing cohesion include shared goals, external threats, and member similarity
  • Groupthink occurs when a group's desire for harmony overrides critical thinking and leads to poor decision-making
    • Symptoms include illusions of invulnerability, self-censorship, and pressure on dissenters
  • Social loafing is the tendency for individuals to exert less effort when working in a group compared to working independently
  • Group polarization is the phenomenon where group discussions lead to more extreme decisions than the initial inclination of its members
  • Diversity in groups can lead to increased creativity and innovation but may also result in communication challenges and conflict

Types of Groups in Organizations

  • Formal groups are established by the organization to achieve specific goals and have a designated structure and hierarchy (departments, project teams)
  • Informal groups emerge naturally based on shared interests, values, or social connections among members (lunch groups, social clubs)
    • Informal groups can influence member behavior and organizational culture
  • Command groups consist of individuals who report directly to the same supervisor and work together to accomplish assigned tasks
  • Task forces are temporary groups formed to solve a specific problem or complete a project within a limited timeframe
  • Self-managed teams are given autonomy to make decisions and manage their own work processes with minimal external supervision
  • Virtual teams consist of geographically dispersed members who collaborate using digital communication tools (video conferencing, instant messaging)
  • Cross-functional teams bring together individuals from different departments or areas of expertise to work on a common goal

Stages of Group Development

  • Forming is the initial stage where group members become acquainted, establish goals, and define roles and responsibilities
    • Members may experience uncertainty and rely on formal leadership for guidance
  • Storming is characterized by conflict and disagreement as members challenge each other's ideas and vie for status and influence
    • Effective communication and conflict resolution skills are crucial during this stage
  • Norming occurs when the group establishes a shared understanding of its purpose, norms, and expectations for member behavior
    • Members develop a sense of cohesion and commitment to the group's goals
  • Performing is the stage where the group is fully functional and focused on achieving its objectives
    • Members work collaboratively, make decisions efficiently, and adapt to changing circumstances
  • Adjourning involves the dissolution of the group upon completion of its task or project
    • Members may experience a sense of loss and need support in transitioning to new roles

Factors Influencing Group Performance

  • Group size can impact communication, coordination, and member participation, with larger groups often experiencing more challenges
  • Task interdependence refers to the degree to which group members rely on each other to complete their work
    • High interdependence requires greater coordination and communication
  • Role clarity ensures that members understand their responsibilities and how their work contributes to the group's goals
  • Group composition, including diversity in skills, knowledge, and backgrounds, can influence problem-solving and decision-making effectiveness
  • Psychological safety is the shared belief that the group is a safe space for interpersonal risk-taking, which promotes learning and innovation
  • Leadership style and effectiveness can shape group processes, motivation, and outcomes
  • Organizational culture and support systems, such as rewards, resources, and training, can enable or hinder group performance

Intergroup Relations and Conflict

  • Intergroup relations refer to the interactions and dynamics between different groups within an organization
  • Intergroup conflict arises when there are incompatible goals, competition for resources, or differences in values and beliefs between groups
    • Conflict can be functional if it leads to constructive problem-solving and improved decision-making
  • Social identity theory suggests that individuals derive a sense of self-worth and belonging from their group memberships
    • This can lead to in-group favoritism and out-group discrimination
  • Stereotyping involves making generalizations about individuals based on their group membership, which can perpetuate bias and prejudice
  • Realistic conflict theory proposes that competition for scarce resources drives intergroup conflict and hostility
  • Intergroup contact theory suggests that positive interactions between groups can reduce prejudice and improve relations
    • Conditions for successful contact include equal status, common goals, and institutional support
  • Strategies for managing intergroup conflict include fostering open communication, promoting superordinate goals, and encouraging perspective-taking

Leadership and Group Decision Making

  • Leadership plays a crucial role in shaping group processes, motivating members, and facilitating decision-making
  • Transformational leaders inspire and empower followers to achieve shared goals and challenge the status quo
    • They provide individualized consideration, intellectual stimulation, and idealized influence
  • Transactional leaders focus on exchanging rewards for performance and maintaining stability through active management by exception
  • Participative leadership involves sharing decision-making power with group members and encouraging their input and involvement
  • Directive leadership provides clear instructions and expectations, which can be effective in high-stress or time-sensitive situations
  • Group decision-making techniques include consensus building, nominal group technique, and the Delphi method
    • These approaches aim to maximize member participation and minimize the influence of dominant individuals
  • Groupthink can be mitigated by encouraging dissent, seeking outside opinions, and assigning the role of devil's advocate
  • Effective leaders adapt their style to the needs of the group and the demands of the situation

Communication in Groups

  • Communication is the process of exchanging information, ideas, and emotions among group members
  • Effective communication is essential for coordinating activities, building relationships, and achieving group goals
  • Verbal communication includes spoken words, tone of voice, and paralanguage (pace, volume, inflection)
    • Active listening skills, such as paraphrasing and asking clarifying questions, enhance understanding
  • Nonverbal communication encompasses body language, facial expressions, and gestures, which can convey attitudes and emotions
  • Written communication, such as emails, memos, and reports, provides a permanent record and allows for asynchronous interaction
  • Communication networks describe the patterns of information flow within a group (centralized, decentralized, chain)
    • The appropriate network depends on factors such as task complexity and time constraints
  • Barriers to effective communication include differences in language, culture, and perception, as well as physical and psychological noise
  • Strategies for improving group communication include establishing clear norms, providing feedback, and using technology appropriately

Practical Applications in the Workplace

  • Managers can foster positive group dynamics by setting clear goals, providing resources, and recognizing achievements
  • Team-building activities, such as trust falls and problem-solving exercises, can enhance cohesion and collaboration
  • Conflict resolution training equips employees with skills to manage disagreements constructively and maintain productive working relationships
  • Diversity and inclusion initiatives promote a culture of respect, equity, and belonging, which can improve group performance and innovation
  • Implementing flexible work arrangements, such as telecommuting and job sharing, can support the effectiveness of virtual teams
  • Encouraging employee participation in decision-making through suggestion systems, focus groups, and town hall meetings can increase engagement and commitment
  • Providing leadership development opportunities, such as mentoring and coaching, can enhance the skills and effectiveness of group leaders
  • Regularly assessing group performance and soliciting feedback can identify areas for improvement and ensure alignment with organizational goals


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© 2024 Fiveable Inc. All rights reserved.
AP® and SAT® are trademarks registered by the College Board, which is not affiliated with, and does not endorse this website.