Ebook Organizational behavior (15/E): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Organizational behavior (15/E): Part 2
Ebook Organizational behavior (15/E): Part 2
www.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2to. Source: Daniel I0flord1tcckphoto.com.www.downloadslide.net272 CHAPTER? Foundations of Group BehaviorBeing popular in groups and 'clicking" with others seems to be as important at work as in school. The more things change, the more they stay the same.Sources: o. Brafman and R. Brafman, ‘To the Vu Ebook Organizational behavior (15/E): Part 2lnerable Go the Spoils." Bloomberg Businessweek Clune 20,2010), pp. 71-73; and B. A. Scott and T. A. Judge, The Popularity Contest at Work: who Wins.Ebook Organizational behavior (15/E): Part 2
Why, and What Do They Receive?" Journal of Applied Psychology 94, no. 1 (2009), pp. 20-33.Groups have their place—and their pitfalls. Before we discuswww.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2of this chapter and Chapter 10 are to introduce you to basic group concepts, provide you with a foundation for understanding how gloups work, and show you how to create effective teams. Let’s begin by defining group and explaining why people join groups.© OiQ/SELF-ASSESSMENT LIBRARYDo I Have a Negat Ebook Organizational behavior (15/E): Part 2ive Attitude Toward Working in Groups?In the Self Assessment Library (available on CD or online), take assessment IV.K.l (Do I Have a Negative AltitudEbook Organizational behavior (15/E): Part 2
e Toward Working ill Groups?) am] answer the following questions.1Are you surprised by your results? Ifyes, why? If not, why not?2Do you think il is iwww.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2e different types of groups.We define a group as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. By a formal group, we mean one defined by the organization's structure, with designated work ass Ebook Organizational behavior (15/E): Part 2ignments establishing tasks. In formal groups, the behaviors team members should engage in are stipulated by and directed toward organizational goals.Ebook Organizational behavior (15/E): Part 2
Till' six inenilwrs of an airline flight crew are a formal group. In contrast, an informal group is neither formally structured nor organizationally www.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2m different departments who regularly have lunch or coffee together are an informal group. These types of interactions among individuals, though informal, deeply affect their behavior and performance.Why Do People Form Groups?Why do people form groups, and why do they feel so strongly about them? Co Ebook Organizational behavior (15/E): Part 2nsider the celebrations that follow a sports team’s winning a national championship. Fans have staked their own self-image on the performance of someoEbook Organizational behavior (15/E): Part 2
ne else. The winner’s supporters arc elated, and sales of team-related shirts, jackets, and hats declaring support for the team skyrocket. Fans of thewww.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2cial identity theory.wvAiv.downloadslide.netThe employees of the Swedish transportation company Scania shown here exercising at a sports complex comprise an informal group. At different company locations. Scania offers employees free access to sports facilities during working hours. The company puts Ebook Organizational behavior (15/E): Part 2 a high priority on employee health and offers employees many opportunities to reinforce an active lifestyle. The informal groups that participate inEbook Organizational behavior (15/E): Part 2
sports and exercise activities are neither formally structured nor organizationally determined. However, informal groups like these can fulfill employwww.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2he failure or success of their group Irccaiise their self-esteem gets tied into the group s performance.1 When your group does well, you bask in rellected glory, and your own self-esteem rises. When your group flocs poorly, you might feel bad about yourself, or you might even reject that part of you Ebook Organizational behavior (15/E): Part 2r identity, like "lair weather fans." Social identities also help people I educe uncertainty about who they are and what they should do?People developEbook Organizational behavior (15/E): Part 2
a lot of identities through the course of their lives. You might define yourself in terms of the organization you work for. the city you live in. youwww.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2ed States but won't give this national identity a second thought when transferring from Tulsa to litcson?Social identities help US understand who we are and where we lit in with other |H-oplc, but they can have a negative side as well. Ingroup favoritism means we see members 01 our ingroup as better Ebook Organizational behavior (15/E): Part 2 than other people, and people not in out group as all the same. This obviously |>avfs the way for stereotyping.When do people develop a social identiEbook Organizational behavior (15/E): Part 2
ty? Several characteristics make a soc ial identity im|H>rtant to a person:• Similarity . Not surprisingly, jwople who have the same values or charactwww.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock phot Ebook Organizational behavior (15/E): Part 2wo or more individuals, interacting and interdependent, who have come together to achieve particular objectives.formal group A designated work group defined by an organization's structure.informal group A group that is neither formally structured nor organizationally determined: such a group appears Ebook Organizational behavior (15/E): Part 2 in response to (he need for social contact.social identity theory Perspective that considers when and why individuals consider themselves members ofEbook Organizational behavior (15/E): Part 2
groups.ingroup favoritism Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same.www.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock photwww.downloadslide.netFoundations of Group BehaviorMadness is the exceptỉơn in individuals but the rule in groups.—Friedrich NietzschePhoto: Stock photGọi ngay
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