IOP2602 – Organisational Psychology
THEME 2: Group level (covering topics such as work groups and teams, power and conflict)
LEARNING UNIT 5: Foundations of group behaviour and understanding work teams (CHAPTER 5 & 6)
Organisations are increasingly using groups and teams to achieve business objectives. Individuals need to learn how to work
effectively and efficiently with others for the benefit of the organisation. Groups and teams outperform individuals when the
task requires diverse competencies, a variety of experience and unique solutions to problems.
2. Defining and Classifying 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.
1. Formal group, we mean one defined by the organisation's structure, with designated work assignments
establishing tasks. In formal groups, the behaviours team members should engage in are stipulated by and
directed toward organisational goals. E.G. The six members of an airline flight crew are a formal group.
2. Informal group is neither formally structured nor organisationally determined. Informal groups are natural
formations in the work environment that appear in response to the need for social contact. E.G. Three
employees from different departments who regularly have lunch or coffee together are an informal
group.
Why do people form groups?
Our tendency to take personal pride or offence in the accomplishments of a group is the territory of social identity
theory.
Social identity theory proposes that people have emotional reactions to the failure or success of their group
because their self-esteem gets tied into the group's performance.
Ingroup favouritism means we see members of our ingroup as better than other people, and people not in our
group as all the same. This obviously paves the way for stereotyping.
Several characteristics make a social identity important to a person:
➢ Similarity: Not surprisingly, people who have the same values or characteristics as other members of their
organisation have higher levels of group identification. Demographic similarity can also lead to stronger
identification for new hires, while those who are demographically different may have a hard time
identifying with the group as a whole.
➢ Distinctiveness: People are more likely to notice identities that show how they are different from other
groups. Respondents in one study identified more strongly with those in their work group with whom they
shared uncommon or rare demographic characteristics. For example, veterinarians who work in
veterinary medicine (where everyone is a veterinarian) identify with their organisation, and
veterinarians in nonveterinary medicine fields, such as animal research food inspection (where being a
veterinarian is a more distinctive character is.' identify with their profession.
➢ Status: because people use identities to define themselves and increase self-esteem, it makes sense that
they are most interested in linking themselves to high-status groups. Graduates of prestigious universities
will go out of their way to emphasise their links to their alma maters and are also more likely to make
donations. Conversely, people are likely to not identify with a low-status organisation and will more likely
quit in order to leave that identity behind.
➢ Uncertainty reduction: Membership in a group also helps some people understand who they are and how
they fit into the world. One study showed how the creation of a spin-off company created questions about
how employees should develop a unique identity that corresponded more closely with what the division
was becoming. Managers worked to define and communicate an idealised identity for the new organisation
when it became clear employees were confused.
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, IOP2602 – Organisational Psychology
2. Stages of Group of Development
The Five-Stage model
STAGE 1 – FORMING
Is characterised by a great deal of uncertainty about the group's purpose, structure and leadership. Members 'test
the waters' to determine what types of behaviours are acceptable. This stage is complete when members have
begun to think for themselves as part of a group.
STAGE 2 – STORMING
Is characterised by intragroup conflict. Members accept the existence of the group but resist the constraints it
imposes on individuality. There is conflict over who will control the group. When this stage is complete, there will
be a relatively clear hierarchy of leadership within the group.
STAGE 3 – NORMING
Is characterised by close relationships develop and the group demonstrates cohesiveness. There is now a strong
sense of group identity and camaraderie. This stage is complete when the group structure solidifies and the group
has assimilated common set of expectations of what defines correct member behaviour.
STAGE 4 – PERFORMING
The structure at this point is fully functional an accepted. Group energy has moved from getting to know and
understand each other to performing the task at hand. For permanent work groups, performing is the last stage in
development.
STAGE 5 - ADJOURNING
For temporary committees, teams, task forces and similar groups that have a limited task to perform, this stage is
for wrapping up activities and preparing to disband. Some group members are upbeat, basking in the group's
accomplishments. Others may be depressed over the loss of camaraderie and friendships gained during the work
group's life.
3. Group properties: Roles, Norms, Status, Size and Cohesiveness
Work groups have a number of properties that make it possible to explain and predict the behaviour of its individual
members and the performance of the group itself.
Work groups are not unorganised mobs; they have properties that shape members' behaviour and help explain and
predict individual behaviour within the group, as well as the performance of the group itself.
Group Property 1: Roles
A set of expected behaviour patterns attributed to someone occupying a given position in a social unit.
All group members are actors, each playing a role.
Certain attitudes and actual behaviours are consistent with a role. People have the ability to shift roles rapidly.
Role Perception
Our view of how we’re supposed to act in a given situation is a role perception. Based on an interpretation of how
we believe we are supposed to behave, we engage in certain types of behaviour.
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