The Effects of Cultural Values and Personality on Work Group Processes and Outcomes

2003 ◽  
Author(s):  
Jennifer Trembath ◽  
Christopher Robert
Keyword(s):  
Cultural Values ◽  
Work Group ◽  
Group Processes

The Effects of Diversity on Small Work Group Processes and Performance

1998 ◽  
Vol 51 (10) ◽  
pp. 1307-1325 ◽  
Author(s):  
James B. Shaw ◽  
Elain Barrett-Power
Keyword(s):  
Work Group ◽  
Group Processes ◽  
And Performance ◽  
Small Work

scholarly journals Hierarchical cultural values predict success and mortality in high-stakes teams

2015 ◽  
Vol 112 (5) ◽  
pp. 1338-1343 ◽  
Author(s):  
Eric M. Anicich ◽  
Roderick I. Swaab ◽  
Adam D. Galinsky
Keyword(s):  
Cultural Values ◽  
Group Performance ◽  
Group Processes ◽  
High Stakes ◽  
Team Coordination ◽  
Team Members ◽  
Country Level ◽  
Himalayan Mountain ◽  
Mountain Climbers

Functional accounts of hierarchy propose that hierarchy increases group coordination and reduces conflict. In contrast, dysfunctional accounts claim that hierarchy impairs performance by preventing low-ranking team members from voicing their potentially valuable perspectives and insights. The current research presents evidence for both the functional and dysfunctional accounts of hierarchy within the same dataset. Specifically, we offer empirical evidence that hierarchical cultural values affect the outcomes of teams in high-stakes environments through group processes. Experimental data from a sample of expert mountain climbers from 27 countries confirmed that climbers expect that a hierarchical culture leads to improved team coordination among climbing teams, but impaired psychological safety and information sharing compared with an egalitarian culture. An archival analysis of 30,625 Himalayan mountain climbers from 56 countries on 5,104 expeditions found that hierarchy both elevated and killed in the Himalayas: Expeditions from more hierarchical countries had more climbers reach the summit, but also more climbers die along the way. Importantly, we established the role of group processes by showing that these effects occurred only for group, but not solo, expeditions. These findings were robust to controlling for environmental factors, risk preferences, expedition-level characteristics, country-level characteristics, and other cultural values. Overall, this research demonstrates that endorsing cultural values related to hierarchy can simultaneously improve and undermine group performance.

Diversitŕ nei gruppi di lavoro e performance

2009 ◽  
pp. 67-84
Author(s):  
Beatrice Venturini
Keyword(s):  
Decision Making ◽  
Group Performance ◽  
Work Group ◽  
Group Processes ◽  
Social Categorization ◽  
Future Research ◽  
Negative Effects ◽  
Group Outcomes ◽  
The Social ◽  
Elaboration Model

- The key question in diversity research concerns the effects of diversity on Work Group processes and work group performance. In this setting most of research has been performed according to two distinct perspectives, the social categorization and the information decision making. So far however, the research has yielded ambiguous results: diversity seems to have positive as well negative effects on work group work group outcomes (Milliken, Martins, 1996; Brewer, 1995; Guzzo, Shea, 1992; Jehn, Northcraft, Neale, 1999; Triandis et al.,1994). Recently, van Knippenberg, De Dreu, Homan (2004) proposed the Categorization Elaboration Model CEM (van Knippenberg et al., 2004; van Knippenberg, 2007), which deals with those ambiguous results by incorporating as well as integrating the social categorization and the information decision making perspectives. The model set an agenda for future research in work group diversity.

The Impact of Communication Medium on Virtual Team Group Process

2011 ◽  
pp. 145-163
Author(s):  
Hayward P. Andres
Keyword(s):  
Virtual Teams ◽  
Information Exchange ◽  
Group Process ◽  
Work Group ◽  
Group Processes ◽  
Virtual Team ◽  
Team Members ◽  
Collective Behaviors ◽  
Team Productivity ◽  
Collocated Teams

Organizations must provide appropriate work group structures and communication technologies in order for work groups to function effectively and efficiently. This study investigated the hypotheses that team structure (e.g., fully collocated teams vs. virtual teams) and communication mode (i.e., face-toface vs. videoconferencing) will impact virtual team group processes (e.g., team orientation, workload sharing, proclivity to seek and exchange information) that evolve. Furthermore, these group processes will dictate team member information exchange patterns (e.g., across all team members vs. only within collocated subgroups), which subsequently impact team productivity (i.e., accuracy and timeliness) and group process satisfaction. Four-person teams worked in either face-to-face (i.e., fully collocated group) or videoconferencing (i.e., dispersed subgroups) settings to develop detailed design documentation for specified enhancements to a hypothetical university information system. Results indicated that the dispersed subgroups exhibited more within subgroup collective behaviors and engaged greater within subgroup information exchange as compared to fully collocated teams, where more teamwide collective behaviors and information exchange were observed. Furthermore, greater team collective behaviors gave rise to greater information exchange and activation among team members. Finally, information exchange and activation were associated positively with productivity and process satisfaction.

Introduction

1958 ◽  
Vol 17 (3) ◽  
pp. 2-2 ◽  
Author(s):  
Leonard Sayles
Keyword(s):  
Work Group ◽  
Empirical Studies ◽  
Work Organization ◽  
Group Processes ◽  
Formal Organization ◽  
Informal Group ◽  
Or Groups ◽  
Special Value ◽  
The Right ◽  
The Impact

Researchers producing empirical studies of small groups have recently been censured for their failure to consider the larger organization. In fact, there has probably been inadequate consideration of what George Homans, in The Human Group, called the impact of the "external system" on the functioning of the operating work organization. The three studies which follow will come as no surprise to the anthropologist who stresses the effect of technology, spacial relationships, the division of labor, and the flow of work on the interactions of group members. These studies, then, have special value in adding to our limited supply of case materials which relate small group processes to the environment of which they are a part. They are a refreshing antidote to what has become an all too frequent assumption since the Western Electric studies: the informal group is a constant with its rather simple status distinctions, norms of behavior and opposition to the "formal organization." Finally, the other fortuitous circumstance is that all three stress the relationship of the group or groups to their operating work, rather than to their social function. (And the authors were each participant observers to boot!) Increasingly we recognize that it is in providing the coordinating linkages necessary to place people and objects in the right position, at the right time, that the work group or informal group has its most critical significance to the management of organization.

scholarly journals Effect of Work Group Processes on Work Place Satisfaction and Performances - Evidence from University Class Groups Studies

2014 ◽  
Vol 16 (8) ◽  
pp. 37-45
Author(s):  
Paul Ojeaga ◽  
◽  
Ononsenwalu Okhiria ◽  
Femi Ilevbare ◽  
Deborah Odejimi
Keyword(s):  
Work Group ◽  
Group Processes ◽  
Work Place ◽  
Class Groups ◽  
Place Satisfaction

scholarly journals A Psychiatric Residency in the Era of COVID-19: A Bionian Perspective

2020 ◽  
Vol 48 (3) ◽  
pp. 259-270
Author(s):  
Christopher T. Lim ◽  
Zachary B. Harris ◽  
Marissa P. Caan
Keyword(s):  
Group Dynamics ◽  
Basic Assumption ◽  
Health Care Organizations ◽  
Work Group ◽  
Group Processes ◽  
Administrative Leadership ◽  
Psychiatric Residency ◽  
Hospital System ◽  
Basic Assumption Group

Coronavirus disease 2019 (COVID-19) is currently ravaging health systems across the world. Psychiatric trainees are at risk of exposure to patients with COVID-19 given their clinical roles in emergency and inpatient psychiatric settings. This article represents a case study of group dynamics in which we reflect on our own experience as psychiatric residents at a Boston-area hospital system in the era of COVID-19 and apply Wilfred Bion's concepts of the “work group” and the “basic assumption group” processes of group operation. We assess dynamics between trainees and administrative leadership both at baseline and in the current pandemic. Since navigation through crises is more effective if group leadership recognizes and responds to basic assumption behaviors, we propose suggestions to enable health system administration to successfully lead health care organizations through periods of societal turmoil. We posit that these principles apply across settings, specialties, and provider types. In addition, we use our observations to indicate future directions for expanding Bion's theories in the contemporary context.

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