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| Question | Answer |
| Groups & Types of Groups | Two or more interacting and interdependent individuals who collaborate to achieve specific goals. Formal group: A group defined by an organisation’s structure Informal group: A group that is neither formally structured nor organisationally determined that members voluntarily join because they derive personal benefits, share a common interest or pursue similar goals |
| Reasons Why People Join Group | People join groups for a variety of reasons that are generally related to their drive to satisfy social, power, achievement and other personal needs. 1. Similarity: around those who share the same values or characteristics 2. Distinctiveness: show that they are different 3. Status: identify & associate themselves with high-status groups 4. Uncertainty reduction: want to better understand who they are and their role in the world |
| Tuckman’s 5 Stage Group Development Model | 1. Forming: uncertainty about the group’s purpose, structure, and leadership. Members try to determine what types of behaviour are acceptable. 2. Storming: Characterised by intra-group conflict. Members accept the existence of the group, but there is resistance to constraints on individuality. 3. Norming: Characterised by close relationships and cohesiveness. The group structure solidifies and the group has a common set of expectations for what defines correct member behaviour. 4. Performing: The group structure at this point is fully functional and accepted. Group is focused on performing the task at hand. 5. Adjourning: For temporary groups, the group prepares for its disbandment, wrapping up activities. |
| Group Properties | Characteristics of a group influence the behaviours and performance of its members. 1. Roles 2. Norms 3. Size 4. Diversity 5. Status 6. Cohesiveness |
| Group Decision-Making | Reaching a decision through a collective process involving some, most or all group members. |
| Why Group decision-making better than individual decision-making? | 1. Decision accuracy 2. Decision quality 3. Decisions requiring creativity But not: Decision speed |
| Group decision-making: Strengths & Weaknesses | Strengths: 1. more inputs 2. better decisions Weaknesses: 1. more time-consuming 2. responsibility is ambiguous 3. internal conflicts 4. groupthink & groupshift |
| Groupthink | Phenomenon where pressure for conformity prevents the group from critically appraising alternative views. |
| Reasons for Groupthink | 1. high degree of group cohesiveness 2. Enjoying positive image 3. Members keen to protect group positive image 4. Dominated by 1 member or clique |
| How to minimise groupthink? | 1. leaders to play an impartial role 2. Appointing a devil’s advocate role 3. Active discussion of diverse alternatives (Brainstorming) |
| Groupshift | Phenomenon where initial individual group members’ positions move towards a more extreme position. |
| Reasons for Groupshift | 1. Risk-takers tend to be more admired 2. Conservatives want to show they are willing to take risk 3. Group seems to diffuse individual accountability and responsibility |
| Groups vs Teams | |
| Work Group | Interacts primarily to share information and make decisions to help each group member perform within his/her area of responsibility |
| Work Team | Generates positive synergy through coordinated effort and bring about better performance than the sum of its members’ inputs |
| Types of Teams | 1. Problem-solving team 2. Self-managed team 3. Cross-functional teams 4. Virtual teams 5. Multiteam System |
| Factors that influence the effectiveness of teams | 1. Contextual Factors 2. Team Composition 3. Team Processes 4. Work Design |
| Turning Individuals Into Team Players | 1. Select 2. Train 3. Reward Policies |
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