組織行為學（第18版）英文課件 羅賓斯 第9 章 群體行為的基礎(chǔ)；第10 章 理解工作團隊

OrganizationalBehaviorEighteenthEditionChapter9FoundationsofGroupBehaviorCopyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives(1of2)9.1Distinguishbetweenthedifferenttypesofgroups.9.2Describethepunctuated-equilibriummodelofgroupdevelopment.9.3Showhowrolerequirementschangeindifferentsituations.9.4Demonstratehownormsexertinfluenceonanindividual’sbehavior.LearningObjectives(2of2)9.5Showhowstatusandsizedifferencesaffectgroupperformance.9.6Describehowissuesofcohesivenessanddiversitycanbeintegratedforgroupeffectiveness.9.7Contrastthestrengthsandweaknessesofgroupdecisionmaking.DistinguishBetweenDifferentTypesofGroups(1of5)Agroupisdefinedastwoormoreindividuals,interactingandinterdependent,whohavecometogethertoachieveparticularobjectives.Groupscanbeeitherformalorinformal.Formalgroups:thosedefinedbytheorganization’sstructure.Informalgroups:alliancesthatareneitherformallystructurednororganizationallydetermined.DistinguishBetweenDifferentTypesofGroups(2of5)Socialidentitytheory:considerswhenandwhyindividualsconsiderthemselvesmembersofgroups.Peoplehaveemotionalreactionstothefailureorsuccessoftheirgroupbecausetheirself-esteemgetstiedintotheperformanceofthegroup.Socialidentitieshelpusunderstandwhoweareandwherewefitinwithpeople.DistinguishBetweenDifferentTypesofGroups(3of5)OBPollMostPeopleReportDrinkingwithCoworkersisAcceptableNote:SocietyforHumanResourcesManagement(SHRM)surveyof501individualsandhowdrinkingisviewedintheirorganizationatarangeofworkrelatedactivities.Source:BasedonS.M.Heathfield,“ToDrinkorNottoDrink:DoesAlcoholDrinkingMixSafelywithWorkEvents?,”AGuide,2013,/od/networking/qt/drink_i3.htm.DistinguishBetweenDifferentTypesofGroups(4of5)IngroupsandOutgroupsIngroupfavoritismoccurswhenweseemembersofourgroupasbetterthanotherpeople,andpeoplenotinourgroupasallthesame.Wheneverthereisaningroup,thereisbynecessityanoutgroup,whichissometimeseveryoneelse,butisusuallyanidentifiedgroupknownbytheingroup’smembers.DistinguishBetweenDifferentTypesofGroups(5of5)SocialIdentityThreatIngroupsandoutgroupspavethewayforsocialidentitythreat,whichisakintostereotypethreat.Individualsbelievetheywillbepersonallynegativelyevaluatedduetotheirassociationwithadevaluedgroup,andtheymayloseconfidenceandperformanceeffectiveness.DescribethePunctuatedEquilibriumModelExhibit9-1ThePunctuated-EquilibriumModelShowHowRoleRequirementsChange(1of3)Role:asetofexpectedbehaviorpatternsattributedtosomeoneoccupyingagivenpositioninasocialunit.Roleperception:one’sperceptionofhowtoactinagivensituation.Roleexpectations:howothersbelieveoneshouldactinagivensituation.PsychologicalcontractShowHowRoleRequirementsChange(2of3)Roleconflict:situationinwhichanindividualfacesdivergentroleexpectations.Wecanexperienceinterroleconflictwhentheexpectationsofourdifferent,separategroupsareinopposition.ShowHowRoleRequirementsChange(3of3)RolePlayandAssimilationPhilipZimbardo’sprisonexperiment.Participantseasilyandrapidlyassumedrolesthatwereverydifferentfromtheirinherentpersonalities.ShowHowNormsExertInfluenceOnAnIndividual’sBehavior(1of7)Norms:Acceptablestandardsofbehaviorwithinagroupthataresharedbythegroup’smembers.ShowHowNormsExertInfluenceOnAnIndividual’sBehavior(2of7)NormsandEmotionsArecentstudyfoundthat,inataskgroup,individuals’emotionsinfluencedthegroup’semotionsandviceversa.Researchershavealsofoundthatnormsdictatedtheexperienceofemotionsfortheindividualsandforthegroups–inotherwords,peoplegrewtointerprettheirsharedemotionsinthesameway.ShowHowNormsExertInfluenceOnAnIndividual’sBehavior(3of7)Exhibit9-2ExamplesofCardsUsedinAsch’sStudyShowHowNormsExertInfluenceOnAnIndividual’sBehavior(4of7)NormsandEmotionsArecentstudyfoundthat,inataskgroup,individuals’emotionsinfluencedthegroup’semotionsandviceversa.Researchershavealsofoundthatnormsdictatedtheexperienceofemotionsfortheindividualsandforthegroups–inotherwords,peoplegrewtointerprettheirsharedemotionsinthesameway.ShowHowNormsExertInfluenceOnAnIndividual’sBehavior(5of7)PositiveNormsandGroupOutcomesOnegoalofeveryorganizationwithcorporatesocialresponsibility(CSR)initiativesisforitsvaluestoholdnormativeswayoveremployees.Ifemployeesalignedtheirthinkingwithpositivenorms,thesenormswouldbecomestrongerandtheprobabilityofpositiveimpactwouldgrowexponentially.Positivegroupnormsmaywellbegetpositiveoutcomes,butonlyifotherfactorsarepresent.ShowHowNormsExertInfluenceOnAnIndividual’sBehavior(6of7)Exhibit9-3TypologyofDeviantWorkplaceBehaviorCategoryExamplesProductionLeavingearlyBlankIntentionallyworkingslowlyBlankWastingresourcesPropertySabotageBlankLyingabouthoursworkedBlankStealingfromtheorganizationPoliticalShowingfavoritismBlankGossipingandspreadingrumorsBlankBlamingcoworkersPersonalaggressionSexualharassmentBlankVerbalabuseBlankStealingfromcoworkersSources:BasedonS.H.Appelbaum,G.D.Iaconi,andA.Matousek,“PositiveandNegativeDeviantWorkplaceBehaviors:Causes,Impacts,andSolutions,”CorporateGovernance7,no.5(2007):586–98;andR.W.GriffinandA.O’Leary-Kelly,TheDarkSideofOrganizationalBehavior(NewYork:Wiley,2004).ShowHowNormsExertInfluenceOnAnIndividual’sBehavior(7of7)NormsandCultureDopeopleincollectivistcultureshavedifferentnormsthanpeopleinindividualistcultures?Ofcoursetheydo.Butdidyouknowthatourorientationmaybechanged,evenafteryearsoflivinginonesociety.ShowHowStatusandSizeDifferencesAffectPerformance(1of3)Status:asociallydefinedpositionorrankgiventogroupsorgroupmembersbyothers.Statuscharacteristicstheory:statusisderivedfromoneofthreesources:Thepowerapersonwieldsoverothers.Aperson’sabilitytocontributetoagroup’sgoals.Anindividual’spersonalcharacteristics.ShowHowStatusandSizeDifferencesAffectPerformance(2of3)StatusandNorms:highstatusindividualsoftenhavemorefreedomtodeviatefromnorms.StatusandGroupInteraction:highstatuspeopleareoftenmoreassertive.StatusInequity:perceivedinequitycreatesdisequilibriumandcanleadtoresentmentandcorrectivebehavior.StatusandStigmatization:stigmabyassociation.GroupStatus:“usandthem”mentalityandensuingpolarization.ShowHowStatusandSizeDifferencesAffectPerformance(3of3)Groupsizeaffectsthegroup’soverallbehavior.Largegroupsaregoodforgainingdiverseinput.Smallergroupsarebetterdoingsomethingwithinput.Socialloafing:thetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanalone.IntegratingCohesivenessandDiversityforGroupEffectiveness(1of2)Exhibit9-4RelationshipBetweenGroupCohesiveness,PerformanceNorms,andProductivityIntegratingCohesivenessandDiversityforGroupEffectiveness(2of2)Diversity:degreetowhichmembersofthegrouparesimilarto,ordifferentfrom,oneanother.Increasesgroupconflict,especiallyintheshortterm.Culturallyanddemographicallydiversegroupsmayperformbetterovertime.Mayhelpthembemoreopen-mindedandcreative.FaultlinesGroupDecisionMaking(1of8)Strengthsofgroupdecisionmaking:MorecompleteinformationandknowledgeIncreaseddiversityofviewsIncreasedacceptanceofsolutionsWeaknessesofgroupdecisionmaking:TimeconsumingConformitypressuresDominanceofafewmembersAmbiguousresponsibilityGroupDecisionMaking(2of8)Effectivenessandefficiencyofgroupdecisions:AccuracySpeedCreativityAcceptanceGroupDecisionMaking(3of8)Groupthink:situationsinwhichgrouppressuresforconformitydeterthegroupfromcriticallyappraisingunusual,minority,orunpopularviews.Groupshift:achangebetweenagroup’sdecisionandanindividualdecisionthatamemberwithinthegroupwouldmake.GroupDecisionMaking(4of8)Mostgroupdecisionmakingtakesplaceininteractinggroups.Membersmeetface-to-faceandrelyonbothverbalandnonverbalinteractiontocommunicatewitheachother.Interactinggroupsoftencensorthemselvesandpressureindividualmemberstowardconformityofopinion.GroupDecisionMaking(5of8)Brainstormingcanovercomepressuresforconformity.Inabrainstormingsession:Thegroupleaderstatestheproblem.Membersthen“free-wheel”asmanyalternativesastheycan.Nocriticismisallowed.Oneideastimulatesothers,andgroupmembersareencouragedto“thinktheunusual.”GroupDecisionMaking(6of8)Thenominalgrouptechnique:restrictsdiscussionorinterpersonalcommunicationduringthedecisionmakingprocess.Groupmembersareallphysicallypresent,butmembersoperateindependently.Permitsthegrouptomeetformallybutdoesnotrestrictindependentthinking,asdoestheinteractinggroup.Nominalgroupsoutperformbrainstorminggroups.GroupDecisionMaking(7of8)Stepsforanominalgroup:Eachmemberindependentlywritesdownhis/herideasontheproblem.Afterthissilentperiod,eachmemberpresentsoneideatothegroup.Theideasarediscussedforclarity.Eachgroupmemberrank-orderstheideas.Theideawiththehighestaggregaterankingdeterminesthefinaldecision.GroupDecisionMaking(8of8)Exhibit9-5EvaluatingGroupEffectivenessBlankBlankTypeofGroupBlankEffectivenessCriteriaInteractingBrainstormingNominalNumberandqualityofideasLowModerateHighSocialpressureHighLowModerateMoneycostsLowLowLowSpeedModerateModerateModerateTaskorientationLowHighHighPotentialforinterpersonalconflictHighLowModerateCommitmenttosolutionHighNotapplicableModerateDevelopmentofgroupcohesivenessHighHighModerateImplicationsforManagers(1of2)Recognizethatgroupscanhaveadramaticimpactonindividualbehaviorinorganizations,toeitherpositiveornegativeeffect.Therefore,payspecialattentiontoroles,norms,andcohesion—tounderstandhowtheseareoperatingwithinagroupistounderstandhowthegroupislikelytobehave.Todecreasethepossibilityofdeviantworkplaceactivities,ensurethatgroupnormsdonotsupportantisocialbehavior.ImplicationsforManagers(2of2)Payattentiontothestatusaspectofgroups.Becauselower-statuspeopletendtoparticipatelessingroupdiscussions,groupswithhighstatusdifferencesarelikelytoinhibitinputfromlower-statusmembersandreducetheirpotential.Uselargergroupsforfact-findingactivitiesandsmallergroupsforaction-takingtasks.Withlargergroups,providemeasuresofindividualperformance.Toincreaseemployeesatisfaction,makecertainpeopleperceivetheirjobrolesaccurately.CopyrightOrganizationalBehaviorEighteenthEditionChapter10UnderstandingWorkTeamsCopyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives10.1Analyzethecontinuedpopularityofteamsinorganizations.10.2Contrastgroupsandteams.10.3Contrastthefivetypesofteamarrangements.10.4Identifythecharacteristicsofeffectiveteams.10.5Explainhoworganizationscancreateteamplayers.10.6Decidewhentouseindividualsinsteadofteams.AnalyzetheGrowingPopularityofTeamsinOrganizationsWhyareteamspopular?Teamscanachievefeatsanindividualcouldneveraccomplish.Teamsareflexibleandresponsivetochangingevents.Theycanquicklyassemble,deploy,refocus,anddisband.Theyareaneffectivemeanstodemocratizeorganizationsandincreaseemployeeinvolvement.Theyintroduceacollaborativemindset.DifferencesBetweenGroupsandTeamsExhibit10-1ComparingWorkgroupsandWorkTeamsfromContrasttheFiveTypesofTeamsExhibit10-2FourTypesofTeamsIdentifytheCharacteristicsofEffectiveTeams(1of6)Exhibit10-3TeamEffectivenessModelIdentifytheCharacteristicsofEffectiveTeams(2of6)TeamContext:Whatfactorsdeterminewhetherteamsaresuccessful?AdequateResourcesLeadershipandStructureClimateofTrustPerformanceEvaluationsandRewardsIdentifytheCharacteristicsofEffectiveTeams(3of6)TeamComposition:Howshouldteamsbestaffed?AbilitiesofmembersPersonalityAllocatingrolesDiversityOrganizationaldemographyCulturaldifferencesSizeofteamsMemberpreferencesIdentifytheCharacteristicsofEffectiveTeams(4of6)Exhibit10-4KeyRolesofTeamsIdentifytheCharacteristicsofEffectiveTeams(5of6)Exhibit10-5EffectsofGroupProcessesIdentifytheCharacteristicsofEffectiveTeams(6of6)Te