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This 5 page Class Notes was uploaded by Haley Ruhe on Friday January 30, 2015. The Class Notes belongs to a course at a university taught by a professor in Fall. Since its upload, it has received 21 views.
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Date Created: 01/30/15
02112015 Group Development Stagg Tuckman Model Forming getting to know eachother talk less explore goals 0 Primary tension l basic minor tension from social apprehensiveness could last for minutes or months Storming members become more comfortable 0 Secondary tension l disagreement from con ictaggressiveness can be minor Good resolve l light jokes Groups try to skip this stage which is not good to do Norming members create group norms amp resolve con icts 0 Group commitment teambuilding conformity Performing l assume appropriate roles amp work productively Adiourning l tasksgoals completed amp membership no longer required 0 Members may be reluctant to leave group amp experience separation anxiety Ex Zimbardo s Prison Experiment Shock study Fisher Model Orientation Forming Con ict Storming Emergence Norming Reinforcing Performing Wheelan Dependency amp Inclusion members dependent on emerging leaders to provide direction 0 Pseudowork I getting to know each other rather than doing work 0 Counter dependency amp Flight members disagree while trying to establish goals amp procedures 0 Con ict is necessary to establish trust Members must be comfortable disagreeing with each other 0 Trust amp Structure works through con icts member trust amp commitment increases Communication becomes more open amp task oriented more mature negotiations arise 0 Work Productivity 0 Termination Socializing newcomers Dhasg 1 Antecedent l a newcomer brings beliefsattitudes needs motives skills knowledge prior group experience etc to a new group 2 Anticipatory an established group have expectations for newcomers 3 Encounter l newcomers try to t in by adjusting to expectations assuming needed roles communicating effectively and balancing individual goals and group s goals 4 Assimilation l newcomers become fully integrated into group culture 5 Exit l working groups often give departing members a warm send off Goal theory ampgroup work Groups function best when goals are 0 Speci c o Difficult yet realistic Accepted by all members 0 Used to evaluate performance Linked to feedback amp rewards Set by members 0 Framed to promote member growth Hidden agenda l39l an individual s goal is different from what they say it is Individual goals v group goals Group goals l must be clear speci c challenging amp feel important Requires Clarity ChaHenge Commitment Compatibility Cooperation Cost Balance between group amp individual members is necessary Group Norms Expectations held by members Without norms a goal is dif cult to accomplish Roles of norms Expresses the group s dynamic Helps the group operate smoothly De nes appropriate behavior Helps accomplish goals Implicit v explicit l understood v obviousexplained Group norm categories Interaction l communication patterns of the group Procedural l39l dictate how group interacts Raising hand Status Achievement Conformity v nonconformity Conformity members adopt ideasattitudes to match group norms Factors want to stay in the group low status like working with someone in the group avoid punishment Ex Zimbardo Prison amp Milgram Electric Shock Experiment Nonconformity l straying away from group norms Constructive l resists conforming but still has group interests in mind Deconstructive l resists conforming amp does not have the group s best interests in mind How to handle in order accept confront exclude Group Motivation Extrinsic rewards l come from external environment Ex money perks Usually useful when working alone Intrinsic rewards l come from within the group Ex encouragement Kenneth Thomas intrinsic rewards Motivated groups have Sense of meaningfulness l believe what they are doing is important and that they are capable of being successful To promote Meet member needs Adapt to personalities Give feedback Sense of choice the group amp individuals in the group feel they have power Groups should Select strategies Know member duties Properly communicate to sharediscuss idea Sense of competence l a sense that the group is doing well Promote by Providing constructive feedback Complimenting member abilities Setting high standards Sense of progress l a sense of accomplishment
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