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    Karina Durand School of Business, University of The Cumberlands BADM 532-A03 Organizational Behavior Dr. Johnny Chavez III January 13, 2022

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    Karina Durand
    The document summarizes key points about groups and teams from the book Essentials of Organizational Behavior by Robbins & Judge. It discusses formal vs informal groups, in-groups and out-groups, group roles and norms, status within groups, and issues like social loafing and groupthink that can arise. It also covers different types of teams like problem-solving, self-managed, and cross-functional teams. The document concludes with a hypothetical example of how unjustly taking credit for an employee's work would violate the psychological contract between employer and employee.

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    Karina Durand School of Business, University of The Cumberlands BADM 532-A03 Organizational Behavior Dr. Johnny Chavez III January 13, 2022

    Uploaded by

    Karina Durand
    60 views4 pages
    The document summarizes key points about groups and teams from the book Essentials of Organizational Behavior by Robbins & Judge. It discusses formal vs informal groups, in-groups and out-groups, group roles and norms, status within groups, and issues like social loafing and groupthink that can arise. It also covers different types of teams like problem-solving, self-managed, and cross-functional teams. The document concludes with a hypothetical example of how unjustly taking credit for an employee's work would violate the psychological contract between employer and employee.

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    Reflection 4 OB

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    The document summarizes key points about groups and teams from the book Essentials of Organizational Behavior by Robbins & Judge. It discusses formal vs informal groups, in-groups and out-groups, group roles and norms, status within groups, and issues like social loafing and groupthink that can arise. It also covers different types of teams like problem-solving, self-managed, and cross-functional teams. The document concludes with a hypothetical example of how unjustly taking credit for an employee's work would violate the psychological contract between employer and employee.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    60 views4 pages

    Karina Durand School of Business, University of The Cumberlands BADM 532-A03 Organizational Behavior Dr. Johnny Chavez III January 13, 2022

    Uploaded by

    Karina Durand
    The document summarizes key points about groups and teams from the book Essentials of Organizational Behavior by Robbins & Judge. It discusses formal vs informal groups, in-groups and out-groups, group roles and norms, status within groups, and issues like social loafing and groupthink that can arise. It also covers different types of teams like problem-solving, self-managed, and cross-functional teams. The document concludes with a hypothetical example of how unjustly taking credit for an employee's work would violate the psychological contract between employer and employee.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 4

    1

    Reflection 4

    Karina Durand

    School of Business, University of the Cumberlands

    BADM 532–A03 Organizational Behavior

    Dr. Johnny Chavez III

    January 13th, 2022


    2

    Reflection 4

    The book Essentials of Organizational Behavior by Robbins & Judge (2021) explains that there

    can be formal groups and informal groups. The first are officially defined while the latter are not

    structured in the same way. Based on social identity theory, you have in-groups and out-groups.

    The in-group includes all the members of the group, and the out-group is anyone outside of that

    group. In groups, people have roles that denote their expected behavior. The standards for that

    behavior are called the norms. Status is the position, or the rank, given to members within a

    group. High-status members usually feel confident enough to deviate from the norms because

    they might feel that they are “above the law”. When it comes to group interactions, managers

    need to be intentional about ensuring that low-status people engage and participate, or else they

    might feel too intimidated by the higher-status members. The size of the group is important

    because smaller groups can complete tasks more quickly, however, larger groups can be more

    creative and produce more and better ideas. There is also the issue of social loafing. That is when

    a person puts forth less effort when they are in a group than if they were working individually

    (Robbins & Judge, 2021).

    One would think that cohesiveness within the group would be ideal, however, at times it

    can lead to groupthink and group shift which affect how people engage with the discussions at

    hand and how they perceive them. In g people are more likely to conform to the group and in

    group shift people are more likely to become more extreme in their positions. Individual work is

    usually more efficient than group work, however, group work can lead to creativity (Robbins &

    Judge, 2021).

    Teams can exist in different ways. Problem-solving teams share ideas for improvements

    and are usually from the same department. Self-managed teams will take on their own
    3

    supervisory responsibilities. Cross functional teams exchange information with representation

    from different areas of the organization. To have proper team players in a team you first need to

    select people who have strong interpersonal skills, train them in relation to what is needed for

    that specific team (Robbins & Judge, 2021).

    If I had been working at an organization where I was going above and beyond and

    surpassing my goals by a lot, and then my manager took credit for the extra work and received

    public praise, then that manager would have violated the psychological contract between

    employees and employers which, on the employer’s side, is to behave justly towards employees

    (Robbins & Judge, 2021). In this case, my manager would not have been behaving justly and

    therefore that violation would probably make me want to quit or withdraw from my current role

    and responsibilities.
    4

    References

    Robbins, S. P., & Judge, T. A. (2021). Essentials of organizational behavior (15th ed.). Pearson.

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