1. Security
2. Status
3. Self-esteem
4. affiliation
5. power
6. goal achievement
7. info
8. affect

The five distinct stages groups go through: forming, storming, norming, performing, and adjourning.

• Conflict may be conductive to high group performance
• Steps can occur at the same time
• Can regress to previous stages
• Problem:
•  It ignores organizational context; context can provide plans, rules, definitions, info, and resources.

The first stage in group development, characterized by much uncertainty.

Ends when people begin to think of themselves as part of a group

The second stage in group development, characterized by intragroup conflict.

Ends when there is a clear hierarchy of leadership in the group.

The third stage in group development, characterized by close relationships and cohesiveness.

Ends when the group structure solidifies and group has assimilated a common set of expectations of what defines correct member behavior.

The fourth stage in group development, during which the group is fully functional.

A set of phases that temporary groups go through that involved transitions between inertia and activity.

• Locked into course of action for the first half
• Change at the second half due to close deadline 

An unwritten agreement that sets out what management expects from an employee and vice versa.

Acceptable standards of behavior within a group that are shared by group's members.

1. Performance Norm
2. Appearance Norm
3. Social Arrangement Norm
4. Resource Allocation Norm 

Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members.  Also called antisocial behavior or workplace incivility.

• Can flourish through group norms.
• Deviant behavior increases in groups due to anonymity of individual members 

The tendency for individuals to expend less effort when working collectively than when working individually.

• Ringelmann -  diminishing returns on productivity as group size increases.
• May be due to the belief that others are not doing their fair share; reestablish equity.
• Dispersion of responsibility

Cohesiveness

The degree to which group members are attracted to each other and are motivated to stay in the group.

• Relationship between cohesiveness and productivity depends on the performance-related norms established by the group. 

A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.

• Occurs in groups with a clear group identity, and a clear positive image that they want to protect 

A idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.

Develops group cohesiveness

A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.

• Decreased group effectiveness, more time to complete tasks, and reduced member satisfaction.
• Minimize social pressures and conflicts 

A worker's behavior and sentiments were closely related.

Group influences are significant in affecting individual behavior.

Group standards are highly effective in establishing individual worker output

Money is less of a factor in determining worker output than are group standards, sentiments, and security.

Conformity Studies involving lines.

75% of the subjects gave at least one answer that conformed.

• 50 year old study
• Culture Bound 

Leaving Early

Intentionally working slow

Wasting Resources

Sabotage

Lying about hours worked

Stealing

Showing favoritism

Gossiping and spreading rumors

Blaming coworkers

Sexual Harassment

Verbal Abuse

Stealing from coworkers

Power a person wields over others

Person's ability to contribute to a group's goals

Personal Characteristics

High Status = more freedom to deviate from group norms

More complete information and knowledge

Increased diversity of views

Acceptance of a solution

Conformity Pressures

Dominated by one or few members

Ambiguous Responsibility

• High status people tend to be more assertive.
• Status differences can inhibit diversity of ideas and creativity in groups; lower status members tend to participate less

• Status hierarchy has to appear equitable
• Conflicts among different status hierarchies when moving between groups

1. Smaller Group
2. Encourage agreement with group goals
3. Increase time members spend together
4. Increase status of group
5. stimulate competition with other groups
6. Give group rewards
7. Physically isolate the group

• Generally more accurate than an average individual but less accurate than most accurate group member.
• Groups tend to be more creative, but not as fast as individuals.
• Groups are generally less efficient than individuals.

• Cultural differences affect status
• Understand who and what holds status when interacting with people from a different culture.

• Consistent with individualistic cultures

• Costs:
• Conflict early on
• Less satisfaction
• Less cohesion

• Benefits
• Over time better performance
• Open-minded
• creative

Remains hard to support based on current research