D. Size
Notes:
1. The size of a group affects the group’s overall behavior, but the effect depends on the dependent variables:
• Smaller groups are faster at completing tasks than are larger ones.
• If the group is engaged in problem solving, large groups consistently do better.
• Large groups—a dozen or more members—are good for gaining diverse input.
• Smaller groups—seven members—are better at doing something productive with that input.
2. Social loafing is the tendency for individuals to expend less effort when working collectively than when working individually.
• A common stereotype about groups is that team spirit spurs individual effort and enhances overall productivity.
• In the late 1920s, a German psychologist named Max Ringelmann compared the results of individual and group performance on a rope-pulling task.
• Ringelmann’s results showed that groups of three people exerted a force only two-and-a-half times the average individual performance. Groups of eight collectively achieved less than four times the solo rate.
• Increases in group size are inversely related to individual performance.
• Replications of Ringelmann’s research generally support his findings.
3. Causes of social loafing:
• A belief that others in the group are not carrying their fair share.
• The dispersion of responsibility and the relationship between an individual’s input and the group’s output is clouded.
• There will be a reduction in efficiency where individuals think that their contribution cannot be measured.
4. Implications for OB:
• Where managers utilize collective work situations to enhance morale and teamwork, they must also provide means by which individual efforts can be identified.
• It is not consistent with collective societies where individuals are motivated by in-group goals. The Chinese and Israelis actually performed better in a group than when working alone.
5. Other conclusions about groups:
• Groups with an odd number of members tend to be preferable.
• Groups made up of five or seven members do a pretty good job of exercising the best elements of both small and large groups.
Notes:
1. The size of a group affects the group’s overall behavior, but the effect depends on the dependent variables:
• Smaller groups are faster at completing tasks than are larger ones.
• If the group is engaged in problem solving, large groups consistently do better.
• Large groups—a dozen or more members—are good for gaining diverse input.
• Smaller groups—seven members—are better at doing something productive with that input.
2. Social loafing is the tendency for individuals to expend less effort when working collectively than when working individually.
• A common stereotype about groups is that team spirit spurs individual effort and enhances overall productivity.
• In the late 1920s, a German psychologist named Max Ringelmann compared the results of individual and group performance on a rope-pulling task.
• Ringelmann’s results showed that groups of three people exerted a force only two-and-a-half times the average individual performance. Groups of eight collectively achieved less than four times the solo rate.
• Increases in group size are inversely related to individual performance.
• Replications of Ringelmann’s research generally support his findings.
3. Causes of social loafing:
• A belief that others in the group are not carrying their fair share.
• The dispersion of responsibility and the relationship between an individual’s input and the group’s output is clouded.
• There will be a reduction in efficiency where individuals think that their contribution cannot be measured.
4. Implications for OB:
• Where managers utilize collective work situations to enhance morale and teamwork, they must also provide means by which individual efforts can be identified.
• It is not consistent with collective societies where individuals are motivated by in-group goals. The Chinese and Israelis actually performed better in a group than when working alone.
5. Other conclusions about groups:
• Groups with an odd number of members tend to be preferable.
• Groups made up of five or seven members do a pretty good job of exercising the best elements of both small and large groups.
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