Identify the four sociological criteria of a group, and explain the role of equity in the Workplace Social Exchange Network(WSEN) model. Sociologically, a group is defined as two or more freely interacting individuals who share collective norms and goals and have a common identity. The WSEN model identifies three levels of social exchange: employee– organization, employee–supervisor, and employee–team. Individuals judge each type of social exchange in terms of perceived equity or fairness. The greater the perceived fairness, the more loyal, motivated, and hard-working the individual will be. Lack of perceived fairness is demotivating.
Describe the five stages in Tuckman's theory of group development, and discuss the threat of group decay. The five stages in Tuckman's theory are forming (the group comes together), storming (members test the limits and each other), norming (questions about authority and power are resolved as the group becomes more cohesive), performing (effective communication and cooperation help the group get things done), and adjourning (group members go their own way). According to recent research, group decay occurs when a work group achieves the "performing" stage and then shifts into reverse. Group decay occurs through de-norming (erosion of standards), destorming (growing discontent and loss of cohesiveness), and de-forming (fragmentation and breakup of the group).
Distinguish between role conflict and role ambiguity. Organizational roles are sets of behaviors persons expect of occupants of a position. One may experience role overload (too much to do in too little time), role conflict (conflicting role expectations), or role ambiguity (unclear role expectations).
Contrast roles and norms, and specify four reasons norms are enforced in organizations. While roles are specific to the person's position, norms are shared attitudes that differentiate appropriate from inappropriate behavior in a variety of situations. Norms evolve informally and are enforced because they help the group or organization survive, clarify behavioral expectations, help people avoid embarrassing situations, and clarify the group's or organization's central values.
Distinguish between task and maintenance roles in groups. Members of formal groups need to perform both task (goal-oriented) and maintenance (relationship-oriented) roles if anything is to be accomplished.
Summarize the practical contingency management implications for group size. Laboratory simulation studies suggest decision-making groups should be limited to five or fewer members. Larger groups are appropriate when creativity, participation, or socialization are the main objectives. If majority votes are to be taken, oddnumbered groups are recommended to avoid deadlocks.
Discuss why managers need to carefully handle mixed-gender task groups. Women face special group dynamics challenges in mixed-gender task groups. Steps need to be taken to make sure increased sexualization of work environments does not erode into illegal sexual harassment.
Describe groupthink, and identify at least four of its symptoms. Group think plagues cohesive in-groups that shortchange moral judgment while putting too much emphasis on unanimity. Symptoms of groupthink include invulnerability, inherent morality, rationalization, stereotyped views of opposition, self-censorship, illusion of unanimity, peer pressure, and mindguards. Critical evaluators, outside expertise, and devil's advocates are among the preventive measures recommended by Irving Janis, who coined the term groupthink.
Define social loafing, and explain how managers can prevent it. Social loafing involves the tendency for individual effort to decrease as group size increases. This problem can be contained if the task is challenging and important, individuals are held accountable for results, and group members expect everyone to work hard. The stepladder technique, a structured approach to group decision making, can reduce social loafing by increasing personal effort and accountability.
