Group Dynamics in Organizational Behavior: A Comprehensive Guide, Study Guides, Projects, Research of Psychology

A comprehensive overview of group dynamics in organizational behavior, exploring key concepts, theories, and practical applications. It delves into the formation, structure, and functioning of groups, examining factors that influence group effectiveness and performance. The document also highlights the importance of team building, leadership, and communication in fostering successful group dynamics.

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MBA 704 Module 6 Study Guide
1. respondent, operant: Behavioristic Theories:
Most traditional
S-R - Classical or conditioning
R-S - Instrumental or conditioning
2. classical, S-R: conditioning is a process in which a formerly neutral
stimulus when paired with an unconditioned stimulus, becomes a
conditioned stimulus that elicits a conditioned response: connection is
learned
3. operant, R-S:
4. operant, R-S: conditioning is concerned primarily with learning that
occurs as a consequence of behavior or
5. stimulus, response, stimulus: In Classical Conditioning:
1. A change in the (unconditioned stimulus to conditioned stimulus) will
elicit a particular .
2. The strength and frequency are determined mainly by the frequency of the
eliciting
(the environment event that *precedes* the behavior)
3. During the process; the unconditioned stimulus, serving as a reward, is
presented every time.
EX:
(S) stuck by a pin --> flinches (R)
(S) tapped below the knee --> flexes lower leg (R)
6. cue, response, consequences, correct: In Operant Conditioning:
1. One particular response out of many possible ones occurs in a given
stimulus situation.
2. The stimulus serves as a . It does not elicit the response but serves as a
cue for a person to emit the response.
3. The critical aspect is what happens as a consequence of the .
4. The strength and frequency are determined mainly by the (the
environment event that *follows* the behavior)
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MBA 704 Module 6 Study Guide

  1. respondent, operant: Behavioristic Theories: Most traditional S-R - Classical or conditioning R-S - Instrumental or conditioning
  2. classical, S-R: conditioning is a process in which a formerly neutral stimulus when paired with an unconditioned stimulus, becomes a conditioned stimulus that elicits a conditioned response: connection is learned
  3. operant, R-S:
  4. operant, R-S: conditioning is concerned primarily with learning that occurs as a consequence of behavior or
  5. stimulus, response, stimulus: In Classical Conditioning:
  6. A change in the (unconditioned stimulus to conditioned stimulus) will elicit a particular.
  7. The strength and frequency are determined mainly by the frequency of the eliciting (the environment event that precedes the behavior)
  8. During the process; the unconditioned stimulus, serving as a reward, is presented every time. EX: (S) stuck by a pin --> flinches (R) (S) tapped below the knee --> flexes lower leg (R)
  9. cue, response, consequences, correct: In Operant Conditioning:
  10. One particular response out of many possible ones occurs in a given stimulus situation.
  11. The stimulus serves as a. It does not elicit the response but serves as a cue for a person to emit the response.
  12. The critical aspect is what happens as a consequence of the.
  13. The strength and frequency are determined mainly by the (the environment event that follows the behavior)
  1. The reward is only presented only if the organism gives the responses. The organism must operate in the environment in order to receive the reward. The response is instrumental in obtaining the reward. Must greater impact on human learning Ex: (R) works --> paid (S) (R) enters a resturant --> obtains food (S)
  2. repondent: (reflexive) behaviors are involuntary responses that are elicited by a stimulus
  3. cognitive, structures, processes: learning consists of a relationship be- tween cognitive environment cues and expectation. (Tolman, white rat) Depicted as S-S, or learning the association between the cue and the expectancy. Today, this learning focuses more on and of human competence rather than on the acquisition and transition processes that have dominated learning theory explanations.
  4. insight: learning is when the solution to the problem appeared as a whole, not as a series, gradual shaping of new responses as the operant approach
  5. motivation: The cognitive approach has been applied mainly to theories.
  6. expectations
  7. attributions
  8. locus of control
  9. goal setting
  10. theoretical: The approach to learning was the first to combine and integrate both behavioristic and cognitive concepts and emphasized the interactive, reciprocal nature of cognitive, behavioral, and environmental determinants.
  11. social, vicarious, modeling, self-control: learning draws from the princi- ples of classical and operant conditioning and goes beyond them by recognizing that there is more to learn than direct learning via antecedent
  1. self-efficacy: , from psycap, is the beliefs in one's capabilities to organize and execute the course of action required to produce given attainments.
  2. reinforcement, punishment, reinforcement: and play a central role in the learning process and provide evidence-based principles for behavioral perfor- mance management. Most experts agree than is more important.
  3. effect: law of states that of several responses made to the same situation, those which are accompanied or closely followed by satisfaction (reinforcement) will be more likely to recur; than those accompanied or closely followed by discomfort (punishment)
  4. extinction: principle of law states that if a behavior has no consequences over time the behavior will stop
  5. reinforcement: is anything that both increases the strength and tends to induce repetitions of the behavior that preceded the reinforcement. It strengthens the behavior preceding it and induces repetitions
  6. reward: is something that the person who presents it deems to be desirable
  7. reinforcement: , whether positive or negative, increases the behavior, but punishment decreases rather than negative
  8. punishment: is one of the most used and least understood and badly ad- ministered aspects of behavioral management. It is anything that weakens behavior and tends to decrease its subsequent frequency.
  9. withdrawal: is where punishment and negative reinforcement are
  10. application: is where positive reinforcement and punishment are
  1. reinforce: Always attempt to instead of punish in order to change behavior.
  2. 6, 7: Laboratory study of merit pay found these conclusions:
  3. Unless merit pay is at least to 5 of base pay, it will not produce the desired effects on employee behavior.
  4. Beyond a certain point, increases in merit-raise size are unlikely to improve performance.
  5. When merit raises are too small, employee morale may suffer
  6. Cost-of-living adjustments, seniority adjustments, and other non-merit compo- nents of a raise should be clearly separated from the merit component.
  7. Smaller percentage raises given to employees at the higher ends of base-pay ranges are demotivating.
  8. positive, immediate, graphic, specific: Performance feedback should be: (PIGS)
  9. identify, measure, analyze, intervene, evaluate: O.B. Mod approach to orga- nizational behavior:
  10. audit: Identifying critical behaviors can be carried out by:
  11. have the person closest to the job determine the critical behavior (hand in hand with problem solving)
  12. conduct a systematic behavioral by using internal staff specialists and/or outside consultants.
  13. observable, measurable, task, critical: Identifying critical behavior they must be:
  14. related
  1. data
  2. data
  3. analyze: functional antecedents and consequences --> behavioral contin- gencies
  4. identify: performance related behavioral events. Usually these have to do with quantity or quality of producing products or delivering service by operating employees
  5. measure: how often are the performance behaviors identified in step 1 occurring under existing conditions? This is called the BASELINE measure.
  6. analyze: what are the antecedent A. cues of the performance behavior B. and what are the contingent consequences C. This A-B-C analysis is a necessary prerequisite to developing an effective inter- vention strategy
  7. intervene: this is the ACTION step of O.B. Mod. The goal is to acceler- ate functional performance behaviors and decelerate the dysfunctional behaviors. Positive reinforcement strategies involving money, social recognition/attention, and feedback are most used
  8. evaluate: this final step evaluates to make sure the intervention does in fact lead to performance improvement. If it doesn't, then another analysis and/or intervention is made
  9. baseline: measure is obtained by determining the number of times that the identified behavior is occurring under existing conditions. Objective is to provide objective frequency data on the critical behavior.
  10. baseline frequency: A count is an operational definition of the strength of the behavior under existing conditions.
  11. antecedent cues, behaviors, consequences: A functional analysis: (A) (B) (C)
  12. positive reinforcement: A is recommended as an the MOST effective intervention strategy for OB Mod
  13. group: The is an important sociological and social psychological unit of analysis in the study of OB.
  1. dynamics, social: The group are the interactions and forces among group members in situations. The focus is on the members of both formal or informal work of groups and now teams.
  1. building
  2. analysis
  3. window A group technique that has a goal to develop greater creativity from the group is

called:

  • clash of ideas
  • clash of people Can be viewed from the perspective of the:
  1. internal nature of groups
  2. how they form
  3. their structure and processes
  4. how they function and affect individual members, other groups, and the organiza- tion.
  5. propinquity: is when individuals affiliate with one another because of spatial or geographical proximity. Ex. Kids sitting next to each other in class or more apt to create a group than ones sitting across the room.
  6. activities, interactions, sentiments, interaction: George Homans, classic the- ory in group formation is based on
  • the more a person shares, the more numerous will be their interactions and the stronger will be their sentiments
  • the more among persons, the more will be their shared activities and sentiments
  • the more will be their shared activities and interactions These elements are directly related to one another. The major element is
  1. balance theory, attitudes, values: Theodore Newcomb's, of group forma- tion: States that the persons are attracted to one another on the basis of similar attitudes toward commonly relevant objects and goals. Person X will interact and form a relationship/group with Person Y because of common and Once the group is formed they will strive to maintain a symmetrical balance between the attraction and the common attitudes. If an imbalance occurs, an attempt is made to restore the balance
  2. balance: Both propinquity and interaction play a role in theory
  3. exchange, positive: theory of groups, work-motivation theory, is

for attraction or affiliation to take place. Rewards gratify needs. Costs incur anxiety, frustration, embarrassment, or fatigue.

  1. exchange: Propinquity, interaction, and common attitudes all have roles in theory
  2. authority, lifestyle, marriage, politics, religion, work: Common Attitudes and Values:
  3. forming, storming, norming, performing, adjourning: Stages of group devel- opment:
  4. forming: - initial stage marked by uncertainty and confusion Group members not sure about the purpose, structure, task, or leadership
  5. storming: - conflict and confrontation emotionally charges, disagreement and conflict among members about roles and duties
  6. norming: - members begin to settle into cooperation and collaboration "we" feeling with high cohesion, group identity, and camaraderie
  7. performing: - fully functioning and devoted to effectively accomplishing the tasks agreed on in the norming stage
  8. adjourning: - end of the group, which is ongoing, permanent groups will never be reached, once the objective is accomplished, the group will disband or have a new composition, and the stages will start over
  1. economic, gainsharing, security, social: Practicalities of group employees in an organization may form for:
    • work on a project that is paid for on a group-incentive plan such as or

They work together to perform a function or produce a product/service. They can also plan, organize, and control. They do NOT always make a consensus decision.

  1. individuals, specific, independent, formal, membership, issue, external, group: Coalitions are usually very powerful and often effective entities in organi- zations. Characteristics:
  1. Interacting group of
  2. Deliberately constructed by the members for a purpose
  3. of the formal organization's structure
  4. Lacking a internal structure
  5. Mutual perception of
  6. -oriented to advance the purposes of the members
  7. forms
  8. Concerted member action, act as a
  9. membership, reference: groups are those to which the individually actually belongs groups are those to which an individual identified with and would like to belong Ex., craft union vs. prestigious social group
  10. in, out: groups are those who have or share the dominant values groups are those looking in
  11. formal, factional: such as committees are designed by many departments within an organization:
  • financing
  • marketing
  • operations -human resources groups have a limited number of entities such as merger integration teams, bilateral task forces, and joint venture teams.
  1. political, friendship, common: informal groups form for
    • attempt to get its share of rewards and/or limited resources
    • may form on the job and carry on outside the workplace interest - sports
  2. direction, structure, supportive, coaching: Conditions that promote group effectiveness:
  3. setting a compelling for the group's work
  4. designing and enabling group
  5. group operates in a context
  6. expert
  7. group, rewarding, selecting, training, behavior, resources, rivalry: Ways
  1. charge groups with , , and members
  2. enforce strong norms of , with group involvement in off the job as well as on the job
  3. distributing on a group rather than individually
  4. promoting intergroup so as to build within group solidarity
  5. task, outcome, potency: 3 factors that play a MAJOR role in group effective- ness
  6. interdependence (how closely work together)
  7. interdependence (whether and how group performance is rewarded)
  8. (member's belief that the group can be effective)
  9. effective: groups characterized as being:
  10. dependable
  11. making reliable connections between the parts
  12. targeting the direction and goals of the organization.
  13. task, composition: Factors that affect the success level of any given group include the type of being performed and the of the group itself.
  14. hot: groups are those that accomplish breakthrough performance, are ones in which members see distinction and importance in their work, that the tasks captivate members, and that the tasks take priority over interpersonal relationships. -less micro-managing -more informal feedback -role modeling
  15. transfer, prioritization, distribution: 3 behaviors as keys to adapting to unusu- al circumstances or events:
  16. information collect and
  17. task
  18. task
  19. norms, benefits, behavior, interpersonal, goals: are the oughts of behav- ior. They are prescriptions for acceptable behavior determined by the group. Strongly enforced by workgroups if:
  20. Aid in group survival and provision of
  21. Simplify or make prediction the expected of group members
  22. Help the group avoid embarrassing problems
  23. Express the central values or of the group and clarify what is distinctive

about the groups identity

  1. roles, boundary spanner, buffer, lobbyist, negotiator, spokesperson: consist of pattern of norms. It is a position that can be acted out by an individual. The content is prescribed by the norms.