Organizational behavior chapter 10

Group -- a set of two or more people who interact with each other to achieve certain wells or to meet certain needs
group goal -- a goal that all or most members of her group can agree on as a common goal
formal workgroup -- a group established by management to help the organization achieve its goals
informal workgroup -- a group that emerges naturally when individuals perceive that membership in a group will help them achieve their goals are meet their needs
command group -- a formal workgroup consisting of subordinates who reports the same supervisor
task force -- a formal workgroup consisting of people come together to compost a specific goal
team -- a formal workgroup consisting of people who worked intensely together to achieve a common group goal
self managed work team -- a formal workgroup consisting of people who are jointly responsible for ensuring that the team accomplishes its goals and who lead themselves
friendship group -- a informal workgroup consisting of people who enjoy each other's company and socialize with each other on and off the job
interest group -- an informal workgroup consisting of people who come together because they have a common goal or objective related to their organizational membership
division of labor -- dividing of work and assigning particular task to specific workers
homogeneous group -- a group in which members have many characteristics in common
heterogeneous group -- a group in which members have few characteristics in common
group function -- the work that a group performance as its contribution to the accomplishment of organizational goals
group status -- the implicity agreed upon, perceived importance for the organization as a whole of what are group does
group efficacy -- the shared belief group members how about the ability of the group to achieve its goals and objectives
social facilitation -- the effects that the presence of others have on performance, enhancing the performance of easy tasks and impairing the performance of difficult tasks
role relationships -- the ways in which group and organizational members interact with one another to perform their specific roles
role making -- taking the initiative to create a role by assuming responsibilities that are not part of an assigned role
role taking -- performing the responsibilities that are required as part of an assigned role
group norms -- in formal rules of conduct or behaviors considered important by most group members
compliance -- ascending to a norm in order to attain rewards or avoid punishment
identification -- associating oneself with supporters of a norm and conforming to the norm because of those individuals do
internalization -- the leading that the behavior dictated by a norm is truly the right and proper way to behave
idiosyncrasy credit -- the freedom to violate group norms without being punished that is accorded to group members who have contributed a lot to the group in the past
deviance -- deviation from the norm
socialization -- the process by which newcomers learn the roles, rules, and norms of a group
role orientation -- the characteristic way in which members of her group respond to various situations
institutionalized role orientation -- a role orientation in which newcomers are taught to respond to situations in the same way that existing group members respond to similar situations
individualized role orientation -- a role orientation in which newcomers are taught that it is acceptable and desirable to be creative and to experiment with changing how the group does things

Summary
Workgroups are the basic building blocks of an organization. Workgroups use roles, rules, and norms to control their members behavior, and they use several socialization tactics to turn newcomers into effect of group members. Groups contribute to organizational effectiveness when group goals are aligned with organizational goals.

To a tribute separate workgroups from random collections of individuals and organization. Members of the workgroup interact with each other and perceive the potential for mutual goal accomplished that. Workgroups very and whether they are formal or informal. Formal workgroups include command groups, task forces, teams, and self managed work teams. In formal workgroups include friendship groups and interest groups. Teams are characterized by intense interactions between team members to achieve team goals.

Groups develop and change over time. The five stage model of group development proposes that groups develop in five sequential stages: forming, storming, norming, performing, and adjoining. Research, however, has not indicated that there is a universal set of stages that all groups experience in the same order.

Five important characteristics of groups are size, composition, function, status, and group efficacy. Each has the potential to affect the extent to which a group achieves its goals, performs a high level, and ultimately is effective in helping an organization attained its goals. Social facilitation is a characteristic affect that the presence of other group members has on individual performance such that having others present enhances performance of well-earned tasks and impairs performance of difficult tasks.

All groups, regardless of their type or characteristics, need to control their members behaviors to be effective and attain their goals. Rules and rules can be used to control behavior in groups.
A role is a set of behaviors recast that a person is expected to perform by virtue of holding a position in a group or organization. Roles have rights and responsibilities attached to them. Role relationships are the way in which groups and organizational members interact with each other to perform their specific roles. Group members are choir rolls through rulemaking and through role taking.

Written roles specify behaviors that are required of group members or that are for bin. They also specify how particular tasks should be performed.

Groups also control the members behavior by developing in enforcing group norms. Group norms are shared expectations for behavior within a group. There are three basis for conformity to group norms: compliance, identification, and internalization.

To accomplish goals and perform at high level, groups need both conformity to and deviance from norms. Whether group norms result in high levels of group performance depends on the extent to which group goals are consistent with organizational goals. To facilitate goal all linemen, group members should benefit or be rewarded when the group performs a high level and contributes to the achievement of organizational goals.

Group members learn roles, roles and norms through the process of socialization. Collective, formal, sequential, fixed, serial, and divestiture socialization tactics tend to lead to an institutionalized role orientation. Individual, informal, random, veritable, disjunctive, and investiture socialization tactics tend to lead to an individualized role orientation.