Ebook Essentials of organizational behavior: Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Essentials of organizational behavior: Part 2
Ebook Essentials of organizational behavior: Part 2
PART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.com Ebook Essentials of organizational behavior: Part 2m for activities that arc applied, personalized, and offer immediate feedback.LEARNING OBJECTIVESAfter studying this chapter, you should he able to:1I distinguish between the different types of groups.2Describe the punctuated-equilibrium model of group development.3Show how role requirements change Ebook Essentials of organizational behavior: Part 2in different situations.4Demonstrate how norms exert influence on an individual's behavior.5Show how status and size differences affect group performaEbook Essentials of organizational behavior: Part 2
nce.6Describe how issues of cohesiveness and diversity can be integrated for group effectiveness.7Contrast the strengths and weaknesses of group decisPART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.com Ebook Essentials of organizational behavior: Part 2warm up.136www.downloadslide.netChapter 9 • Foundations of Group Behavior 137GROUPS AND GROUP IDENTITYGroups have their strengths—and their pitfalls. How do we get the best out of group situations? Let’s dissect the anatomy of group life, starling with (he basics. In organizational behavior (OB), a Ebook Essentials of organizational behavior: Part 2group consists of two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be eithEbook Essentials of organizational behavior: Part 2
er formal or informal. A formal group is defined by the organization's structure, with designated work assignments and established tasks. In formal grPART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.com Ebook Essentials of organizational behavior: Part 2w are a formal group, for example. In contrast, an informal group is neither formally structured nor organizationally determined. Informal groups in the work environment meet the need for social contact. Three employees from different departments who regularly have lunch or coffee together are an in Ebook Essentials of organizational behavior: Part 2formal group. These types of interactions among indiv iduals. though informal, deeply affect their bchav ior and performance.Social IdentityHave you nEbook Essentials of organizational behavior: Part 2
oticed that people often feel strongly about their groups? This is partly because shared experiences amplify our perception of events.1 As you would ePART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.com Ebook Essentials of organizational behavior: Part 2r felt bond and trust with others.’ Consider the aftermath of a sports national championship game. I an groups of the winning team arc elated, and sales of team-related shirts, jackets, and hats skyrocket. Conversely, fans of the losing team feel dejected, even embarrassed. Why? liven though fans ha Ebook Essentials of organizational behavior: Part 2ve little to do with the actual performance of the sports team, their self-image can be wrapped up in their identification with the group. Our tendencEbook Essentials of organizational behavior: Part 2
y to personally invest in the accomplishments of a group is the territory of social identity theory.People develop many group identities throughout thPART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.com Ebook Essentials of organizational behavior: Part 2ckground, your ethnicity, and/or your gender. Over time. SOUK’ groups you belong to may become more significant to you than others. A U.S. expatriate working in Rome might l>e very aware of being from the United States, for instance, but doesn't give national identity a second thought when transferr Ebook Essentials of organizational behavior: Part 2ing from Tulsa to Tucson.1 We may thus pick and choose which of our social identities are salient to the situation, or we may find that our social ideEbook Essentials of organizational behavior: Part 2
ntities are in conflict, such as the identities of business leader and parent.4 In the workplace, our identification with our workgroups is often stroPART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.com Ebook Essentials of organizational behavior: Part 2izations, we may experience decreased satisfaction and engage in fewer organizational citizenship behaviors (OCBs; see Chapter 1)?Ingroups and OutgroupsIngroup favoritism occurs when we see members of our group as better than other people and people not in our group as all the same. Recent research Ebook Essentials of organizational behavior: Part 2suggests that people with low openness and/or low agreeableness (sec Chapter 5) are more susceptible to ingroup favoritism.6Whenever there is an ingroEbook Essentials of organizational behavior: Part 2
up, there is by necessity an outgroup, which is sometimes everyone else, but it is usually an identified group known by the ingroup's members. For exaPART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.com Ebook Essentials of organizational behavior: Part 2ogether to achieve particular objectives.formal group A designated work group defined by an organizations structure.Informal groupA group that is neither formally structured nor organizationally determined; such a group appears in response to Ute need for social contact.eSocial identity theory A per Ebook Essentials of organizational behavior: Part 2spective that considers when and why individuals consider themselves members of groups.Ingroup favoritism Perspective in which wc see members of our iEbook Essentials of organizational behavior: Part 2
ngroup as better than other people, and people not in our group as all the same.OutgroupThe inverse of an ingroup; an outgoup can mean anyone outside PART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.comPART 3 Communicating in Groups arFoundations of Group BehaviorMyManagementLab*Q Improve Your Grade!When you sec this icon Q. visit mymanagementlab.comGọi ngay
Chat zalo
Facebook