05 Industrial Organization Psychology Review

group dynamics

the patterns of interaction between groups and individuals

intragroup dynamics

the interaction of members within a group

intergroup dynamics

Interactions between different social groups.

kurt lewin

coined the term group dynamics to describe the way groups and individuals act and react to changing circumstances

group

social unit of two or more individuals who have in common a set of beliefs and values, follow the same norm and work for and established common aim

dynamics

flow of coherent activities which as envisaged, may lead the group towards the establishment of set goals

group formation

Group affiliation leads to development of internal social hierarchies, group norms, and in-group friendships

social identity approach

a group is a group when the members experience social identity, when they define themselves in part by the group that they belong to and feel good about their group membership

emergent groups

groups resulting from environmental conditions leading to the formation of a cohesive group of individuals

optimal distinctiveness theory

the idea that individuals can simultaneously achieve the advantages of being seen as a unique and important individual and of being in a group by being an identifiable member of a small and elite group

black sheep effect

the tendency to be more punitive toward those members of one's group who violate the norms of the group

group influence on individual behavior

individuals work harder and faster when others are present

group structure

internal framework that defines members' relations to one another over time

knowledge contributor

provides the group with useful and valid information

process observer

Watches the process by which the group is working and uses the observations to help examine group effectiveness.

people supporter

Member offering emotional support and conflict resolution.

challenger

person who confronts and challenges bad ideas; will criticize any decision or preliminary thinking that is deficient in any ways

listener

the person who receives the speaker's message

mediator

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

gatekeeper

A team member who keeps abreast of current developments and provides the team with relevant information; person who provides opportunity for every member to express his or her opinion

take-charge leader

There are occasions when a group has no appointed leader, or if there is one, he could not play his role for one reason or another

assignment

most common reason for joining groups

physical proximity

People tend to form groups with people who either live or work nearby.

affiliation

An association with a group or organization; the need of this is strong to form a group

identification

desire for identification with some group or cause is another reason we join a group

emotional support

joining groups to obtain emotional support

assistance or help

People often join groups to obtain assistance or help.

group homogeneity

extent to which its members are similar

group heterogeneity

The social tendency to be keenly aware of the subtle differences among the individual members of your group (while believing that all members of out-groups are exactly the same).

group cohesiveness

the degree to which group members are attracted to one another and share the group's goals

stability of membership

The extent to which the membership of a group remains consistent over time.

isolation

separation from others; aloneness

outside pressure

The amount of psychological pressure placed on a group by people who are not members of the group

group size

the number of members of a group; groups are more cohesive when group size is small

group status

The implicitly agreed upon, perceived importance for the organization as a whole of what a group does.

group ability and confidence

Groups consisting of high-ability members outperform those with low-ability members.

personality of the group members

groups perform better if group members are high in openness to experience, conscientiousness, extraversion, and agreeableness and low on neuroticism

communication structure

The manner in which members of a group communicate with one another.

group roles

the shared expectations group members have regarding each individual's communication behavior in the group

task-oriented roles

Roles performed by group members to ensure that the tasks of the group are accomplished

social-oriented roles

involve encouraging cohesiveness and participation

norman triplett

first official social psychology experiment on social facilitation; cyclists performed better when paced by others

social facilitation

improved performance on simple or well-learned tasks in the presence of others

social inhibition

The tendency to perform complex or difficult tasks more poorly in the presence of others

audience effects

the effect on behavior when one or more people passively watch the behavior of another person

co-action

When others do the task at the same time but separately

evaluation apprehension

people's concern about how they might appear to others, or be evaluated by them

social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

free-rider theory

postulates that when things are going well, a group member realizes that his effort is not necessary and thus does not work as hard as he would if he were alone.

sucker effect

a condition in which some group members, not wishing to be considered suckers, reduce their own efforts when they see social loafing by other group members

interdependence

the dependence of two or more people or things on each other.

team efficacy

a team's collective belief that they can succeed at their tasks

group think

the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives

work team

a group whose individual efforts result in performance that is greater than the sum of the individual inputs

social distance

in a team, members try to decrease this by using nicknames and being casual, increasing liking, empathy, and common views

power differentiation

The extent to which team members have the same level of power and respect.

conflict management tactics

Team members respond to conflict by collaborating, whereas nonteam members respond by forcing and accommodating.

negotiation process

preparation and planning, definition of ground rules, clarification and justification, bargaining and problem solving, closure and implementation

parallel teams

composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process

management teams

Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.

project teams

assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company's products

forming stage

the first stage of group development in which people join the group and then define the group's purpose, structure, and leadership

storming stage

the second stage in group development, characterized by intragroup conflict

norming stage

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

performing stage

the fourth stage of group development when the group is fully functional and works on group task

adjourning

The fifth stage of group development during which the group finishes its tasks and decides or is forced to dissolve membership

conflict

a perceived incompatibility of actions, goals, or ideas

interpersonal conflict

A struggle that occurs when two people cannot agree on a way to meet their needs.

individual-group conflict

Conflict between an individual and the other members of a group.

group-group conflict

conflict between two or more groups

beliefs

tenets or convictions that people hold to be true

personality

an individual's characteristic pattern of thinking, feeling, and acting

high needs for control

Obsessed with completing a task and take great pride in getting a job done quickly.

tank

gets things done quickly by giving orders, being pushy, yelling, and at times being too aggressive

sniper

controls people by using sarcasm, embarrassment, and humiliation

know-it-all

controls others by dominating conversations, not listening to others' ideas and rejecting arguments counter to her position

high needs for perfection

Obsessed with completing a task correctly.

high needs for approval

yes person and maybe person

approval or attention form

grenade, friendly sniper, think they know it all

avoiding styles

People avoid conflict by withdrawing from a situation when a conflict arises.

accommodating style

A style for managing conflict that represents a high concern for the other party but a low concern for the self.

forcing style

handles conflict in a win-lose fashion and does what it takes to win, with little regard for the other person

collaborating style

The conflict style of a person who wants a conflict resolved in such a way that both sides get what they want.

compromising style

give and take approach with a moderate concern for both self and others

training

A planned effort to enable employees to learn job-related knowledge, skills, and behavior

needs analysis

determine the types of training needed as well as the extent to which training is practical of achieving an organization's goals

organizational analysis

a process for determining the appropriateness of training by evaluating the characteristics of the organization

task analysis

the process of identifying and analyzing tasks to be trained for

person analysis

a process of determining individuals' needs and readiness for training

performance appraisal scores

Evaluates employee performance for training needs.

leniency error

occurs when ratings of all employees fall at the high end of the scale

severity error

error that occurs with raters who are unusually harsh in their ratings

survey

a technique for ascertaining the self-reported attitudes or behaviors of a particular group, usually by questioning a representative, random sample of the group

interview

yield more in-depth answers to questions about training needs

skill and knowledge tests

The fourth way to determine training needs is with a skill test or a knowledge test. Some examples of areas that could be tested to determine training needs include knowledge of lending laws for loan officers

critical incidents

a way of evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively

skill based pay

compensation system that pays employees for learning additional skills or knowledge

vertical skill plans

Pay for skill in a single job

horizontal skill plans

Focus on skills applicable across multiple jobs.

depth skill plans

Reward employees for learning specialized skills