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[조직행동론] 단체행동의 기초(영문)에 대한 자료입니다.
목차
Chapter Learning Objectives
Defining and Classifying Groups
Subclassifications of Groups
Why People Join Groups – Social Identity
Five Stages of Group Development Model
The Five Stages of Group Development
Critique of the Five-Stage Model
An Alternative Model for Group Formation
Group Properties
Group Property 1: Roles
Zimbardo’s Prison Experiment
Group Property 2: Norms
Group Norms and the Hawthorne Studies
Defying Norms: Deviant Workplace Behavior
Group Influence on Deviant Behavior
Group Property 3: Status
Status Effects
Group Property 4: Size
Issues with Group Size
Group Property 5: Cohesiveness
Group Decision Making vs. Individual Choice
Group Decision-Making Phenomena
Group Decision-Making Techniques
Evaluating Group Effectiveness
Global Implications
Summary and Managerial Implications
본문내용
Deviant Workplace Behavior
Also called antisocial behavior or workplace incivility
Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization
Typology:
Production – working speed
Property – damage and stealing
Political – favoritism and gossip
Personal Aggression – sexual harassment
On Norms and Conformity
High-status members are less restrained by norms and pressure to conform
Some level of deviance is allowed to high-status members so long as it doesn’t affect group goal achievement
On Group Interaction
High-status members are more assertive
Large status differences limit diversity of ideas and creativity
On Equity
If status is perceived to be inequitable, it will result in various forms of corrective behavior.
On Norms and Conformity
High-status members are less restrained by norms and pressure to conform
Some level of deviance is allowed to high-status members so long as it doesn’t affect group goal achievement
On Group Interaction
High-status members are more assertive
Large status differences limit diversity of ideas and creativity
On Equity
If status is perceived to be inequitable, it will result in various forms of corrective behavior.
Social Loafing
The tendency for individuals to expend less effort when working collectively than when working individually
Ringelmann’s Rope Pull: greater levels of productivity but with diminishing returns as group size increases
Caused by either equity concerns or a diffusion of responsibility (free riders)
Managerial Implications
Build in individual accountability
Prevent social loafing by:
Setting group goals
Increasing intergroup competition
Using peer evaluation
Distributing group rewards based on individual effort