PART B (UNIT 4)

1. Describe the stages in group development process. (N 19)

Group is defined as two or more interacting and interdependent individuals who come
together to achieve specific goals. Formal groups are work groups that are defined by the
organization’s structure and have designated work assignments and specific tasks directed
at accomplishing organizational goals. Informal groups are social groups. These groups
occur naturally in the workplace and tend to form around friendships and common interests.
Groups develop through five stages. These five stages are forming, storming, norming,
performing, and adjourning.
The forming stage has two phases. The first occurs as people join the group. In a formal
group, people join because of some work assignment. Once they’ve joined, the second
phase begins: defining the group’s purpose, structure, and leadership. This phase involves a
great deal of uncertainty as members “test the waters” to determine what types of behavior
are acceptable. This stage is complete when members begin to think of themselves as part
of a group.
The storming stage is appropriately named because of the intragroup conflict. There’s
conflict over who will control the group and what the group needs to be doing. During this
stage, a relatively clear hierarchy of leadership and agreement on the group’s direction
emerge.
The norming stage is one in which close relationships develop and the group becomes
cohesive. There’s now a strong sense of group identity and camaraderie. This stage is complete
when the group structure solidifies, and the group has assimilated a common set of
expectations (or norms) regarding member behavior.
The fourth stage is the performing stage. The group structure is in place and accepted by
group members. Their energies have moved from getting to know and understand each
other to working on the group’s task. This is the last stage of development for permanent
work groups. However, for temporary groups—project teams, task forces, or similar groups
that have a limited task to do—the final stage are adjourning. In this stage, the group
prepares to disband. The group focuses its attention on wrapping up activities instead of
task performance. Group members react in different ways. Some are upbeat, thrilled about
the group’s accomplishments. Others may be sad over the loss of camaraderie and
friendships.

2. Compare and contrast early theories of motivation. (M 18)

In Maslow’s hierarchy, individuals move up the hierarchy of five needs (physiological, safety,
social, esteem, and self-actualization) as needs are substantially satisfied. A need that’s
substantially satisfied no longer motivates.
A Theory X manager believes that people don’t like to work or won’t seek out responsibility so
they have to be threatened and coerced to work. A Theory Y manager assumes that people like to
work and seek out responsibility, so they will exercise self-motivation and self-direction.
Herzberg’s theory proposed that intrinsic factors associated with job satisfaction were what
motivated people. Extrinsic factors associated with job dissatisfaction simply kept people from
being dissatisfied.
Three-needs theory proposed three acquired needs that are major motives in work: need for
achievement, need for affiliation, and need for power.
Maslow’s Hierarchy of Needs Theory
The best-known theory of motivation is probably Abraham Maslow’s hierarchy of needs
theory. Maslow was a psychologist who proposed that within every person is a hierarchy of five
needs:
1. Physiological needs: A person’s needs for food, drink, shelter, sex, and other physical
requirements.
2. Safety needs: A person’s needs for security and protection from physical and emotional harm,
as well as assurance that physical needs will continue to be met.
3. Social needs: A person’s needs for affection, belongingness, acceptance, and friendship.
4. Esteem needs: A person’s needs for internal esteem factors such as self-respect, autonomy,
and achievement and external esteem factors such as status, recognition, and attention.
5. Self-actualization needs: A person’s needs for growth, achieving one’s potential, and self-
fulfillment; the drive to become what one is capable of becoming.
Maslow separated the five needs into higher and lower levels. Physiological and safety
needs were considered lower-order needs; social, esteem, and self-actualization needs were
considered higher-order needs. Lower-order needs are predominantly satisfied externally while
higher-order needs are satisfied internally.
McGregor’s Theory X and Theory Y:
Douglas McGregor is best known for proposing two assumptions about human nature:
Theory X and Theory Y. Theory X is a negative view of people that assumes workers have little
ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work
effectively. Theory Y is a positive view that assumes employees enjoy work, seek out and
accept responsibility, and exercise self-direction.
Herzberg’s Two-Factor Theory
Frederick Herzberg’s two-factor theory (also called motivation-hygiene theory) proposes that
intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job
dissatisfaction. Herzberg wanted to know when people felt exceptionally good (satisfied) or bad
(dissatisfied) about their jobs.

He concluded that the replies people gave when they felt good about their jobs were significantly
different from the replies they gave when they felt badly. Certain characteristics were
consistently related to job satisfaction (factors on the left side of the exhibit), and others to job
dissatisfaction (factors on the right side). When people felt good about their work, they tended to
cite intrinsic factors arising from the job itself such as achievement, recognition, and
responsibility. On the other hand, when they were dissatisfied, they tended to cite extrinsic
factors arising from the job context such as company policy and administration, supervision,
interpersonal relationships, and working conditions.
Herzberg believed that the factors that led to job satisfaction were separate and distinct from
those that led to job dissatisfaction. Therefore, managers who sought to eliminate factors that
created job dissatisfaction could keep people from being dissatisfied but not necessarily motivate
them. The extrinsic factors that create job dissatisfaction were called hygiene factors. When
these factors are adequate, people won’t be dissatisfied, but they won’t be satisfied (or
motivated) either. To motivate people, Herzberg suggested emphasizing motivators, the intrinsic
factors having to do with the job itself.
Three-Needs Theory
David McClelland and his associates proposed the three-needs theory, which says there are
three acquired (not innate) needs that are major motives in work. These three needs include the
need for achievement (nAch), which is the drive to succeed and excel in relation to a set of
standards; the need for power (nPow), which is the need to make others behave in a way that
they would not have behaved otherwise; and the need for affiliation (nAff), which is the desire
for friendly and close interpersonal relationships.
McClelland showed that employees can be trained to stimulate their achievement need by being
in situations where they have personal responsibility, feedback, and moderate risks. All three of
these needs can be measured by using a projective test (known as the Thematic Apperception
Test or TAT).

3. Define leadership and discuss about behavioral theories of leadership.

A leader is someone who can influence others and who has managerial authority. Leadership is a
process of leading a group and influencing that group to achieve its goals. Managers should be
leaders because leading is one of the four management functions.
UNIVERSITY OF IOWA STUDIES: The University of Iowa studies explored three leadership
styles to find which was the most effective. The autocratic style described a leader who dictated
work methods, made unilateral decisions, and limited employee participation. The democratic
style described a leader who involved employees in decision making, delegated authority, and
used feedback as an opportunity for coaching employees. Finally, the laissez-faire style leader
let the group make decisions and complete the work in whatever way it saw fit. The researchers’
results seemed to indicate that the democratic style contributed to both good quantity and quality
of work.
THE OHIO STATE STUDIES. The Ohio State studies identified two important dimensions of
leader behavior. The first was called initiating structure, which referred to the extent to which a
leader defined his or her role and the roles of group members in attaining goals. It included
behaviors that involved attempts to organize work, work relationships, and goals. The second
was called consideration, which was defined as the extent to which a leader had work
relationships characterized by mutual trust and respect for group members’ ideas and feelings. A
leader who was high in consideration helped group members with personal problems, was
friendly and approachable, and treated all group members as equals.
UNIVERSITY OF MICHIGAN STUDIES: The Michigan group also came up with two
dimensions of leadership behavior, which they labeled employee oriented and production
oriented. Leaders who were employee oriented were described as emphasizing interpersonal
relationships. The production-oriented leaders, in contrast, tended to emphasize the task aspects
of the job. Leaders who were employee oriented were able to get high group productivity and
high group member satisfaction.
THE MANAGERIAL GRID. The behavioral dimensions from these early leadership studies
provided the basis for the development of a two-dimensional grid for appraising leadership
styles. This managerial grid used the behavioral dimensions “concern for people” (the vertical
part of the grid) and “concern for production” (the horizontal part of the grid) and evaluated a
leader’s use of these behaviors, ranking them on a scale from 1 (low) to 9 (high). Although the
grid had 81 potential categories into which a leader’s behavioral style might fall, only five styles
were named: impoverished management (1,1 or low concern for production, low concern for
people), task management (9,1 or high concern for production, low concern for people), middle-
of-the-road management (5,5 or medium concern for production, medium concern for people),
country club management (1,9 or low concern for production, high concern for people), and team
management (9,9 or high concern for production, high concern for people).