【正文】 tivity, and a rush to task pletion. ? Does the sequence sound familiar to you? Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 20 Midpoint Transition ? Occurs at almost exactly the halfway point in time toward the group’s deadline. ? The transition marks a change in the group’s approach. ? How the group manages it is critical for the group to show progress. ? This transition crystallizes the group’s activities for Phase 2. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 22 The Punctuated Equilibrium Model of Group Development for Two Groups Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 24 Group Structure and Its Consequences ? Group structure refers to the characteristics of the stable social anization of a group the way a group is “put together.” ? The most basic structural characteristics along which groups vary are size and member diversity. ? Other structural characteristics are group norms, roles, status, and cohesiveness. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 26 Group Size and Satisfaction ? Members of larger groups consistently report less satisfaction with group membership than those in smaller groups. ? Chance to work on and develop friendships decrease as size increases. ? Larger groups might prompt conflict and dissension. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 28 Group Size and Performance ? Do large groups perform tasks better than small groups? ? The relationship between group size and performance depends on the task the group needs to acplish and on how we define good performance. ? Types of tasks: – Additive tasks – Disjunctive tasks – Conjunctive tasks Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 30 Disjunctive Tasks ? Tasks in which group performance is dependent on the performance of the best group member. ? The potential performance of groups doing disjunctive tasks increases with group size. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 32 Group Size, Productivity, and Process Losses Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 34 Group Size, Productivity, and Process Losses Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 36 Process Losses (continued) ? Thus, up to a point, larger groups might perform better as groups, but their individual members tend to be less efficient. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 38 Group Size and Performance: Summary ? For additive and disjunctive tasks, larger groups might perform better up to a point but at increasing costs to the efficiency of individual members. ? Performance on purely conjunctive tasks should decrease as group size increases. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 40 Diversity of Group Membership (continued) ? Diverse groups sometimes perform better when the task requires cognitive, creativitydemanding tasks, and problemsolving. ? In general, any negative effects of “surface diversity” in age, gender, or race seem to wear off over time. ? “Deep diversity” in attitudes toward work or how to acplish a goal can badly damage cohesiveness. Copyright 169。 we are only aware of it in special circumstances. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 43 Norm Development (continued) ? Why do individuals ply with norms? – The norm corresponds to privately held attitudes. – They often save time and prevent social confusion. – Groups have a range of rewards and punishments available to induce conformity to norms. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 45 Roles ? Positions in a group that have a set of expected behaviours attached to them. ? Roles represent “packages” of norms that apply to particular group members. ? There are two basic kinds of roles in anizations: – Assigned roles – Emergent roles Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 47 A Model of the Role Assumption Process Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 49 Role Conflict ? Role conflict exists when an individual is faced with inpatible role expectations. ? There are four types of role conflict: – Intrasender role conflict – Intersender role conflict – Interrole conflict – Personrole conflict Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 51 Intersender Role Conflict ? Two or more role senders provide a role occupant with inpatible expectations. ? Employees who straddle the boundary between the anization and its clients or customers are especially likely to encounter this form of conflict. ? It can also stem from within the anization. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 53 PersonRole Conflict ? Role demands call for behaviour that is inpatible with the personality or skills of a role occupant. ? Many examples of “whistleblowing” are signals of personrole conflict. ? The anization has demanded some role behaviour that the occupant considers uhical. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 55 Role Conflict (continued) ? Managers can help prevent employee role conflict by: – Avoiding selfcontradictory messages – Conferring with other role senders – Being sensitive to multiple role demands – Fitting the right person to the right role Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 57 Formal Status Systems ? Represents management’s attempt to publicly identify those people who have higher status than others. ? Status symbols are tangible indicators of status (., titles, pay packages, work schedules). ? Formal anization status is based on seniority in one’s group and one’s assigned role in the anization – one’s job. Copyright 169。 2023 Pearson Canada Inc.