Summary of Case Study Two

 Kent Sikes was given the responsibility of collaborating with a small team to complete a
specific task.
 Since he used to put in more hours than anyone else, Kent noticed that other employees
were reluctant to do the work.
 In a company, he observed other employees forming an ad hoc structure that was
producing unfavorable results by concealing the true status of the tasks that were assigned
to them.
 He was opposed to the crew's organizational tactics, so he has been kept out of their
activities.
 He spoke with an elderly employee of the company, who advised him, "If you want to
stay here, you have to be just like us to survive in this company.
 The main issue raised by the aforementioned case was group cohesion.

1. Explain the possible reasons for the group formation of this work crew. What types of
groups exist in this case?

Answer:

Group can be defined as a collection of two or more interconnected, interacting individuals who
work together to accomplish a specific goal. Two different kinds of groups exist:

 Formal Group: A designated working group that follows the structure of the company.
 Group that is not formally organized or predetermined by an organizational structure is
called an informal group. It manifests as a result of the desire for social interaction.

Additional group classifications include:

 A command group is made up of people who directly answer to a particular boss.

People join groups for a variety of reasons which include for security, status, in order to achieve
their goal, self-esteem, affiliation and power.

From the above- mentioned instance, it can be concluded that groups were formed based on
shared interests, such as enjoying breaks during work or a Friday afternoon beer at the nearby
pub. These groups formed informally among the employees. These organizations fall under the
category of informal groups called Interest Groups.

2. What role does the supervisor play in the performance of this group?

Answer:

In the warehouse, the supervisors formed a small group of employees. He tasked them with
loading and unloading the boxcars that brought in the raw materials and took away the factory's
finished goods.

3. What are the major informal roles of the crew members and Kent? What status
position does Kent have with the group? Why?

Answer:

The work group in this case is the in group—a collection of individuals with similar interests and
identities—and it has informal performance norms that are distinct from Kent's performance
norms. This case refers to group dynamics in the workplace. Kent and the group have some
conflict as a result. The group establishes norms as guidelines for what constitutes appropriate
behavior. Individuals are able to participate in, engage with, and work cooperatively in groups
when they conform to the norms of the group. Individuals are able to participate, engage, and
contribute in groups more easily when they conform to the group norms. Group B is a close
primary group in this instance (means where member share close, personal, enduring relationship
and are marked by shared activities and culture). The odd man out is Kent. Here, Kent deviates
from the group norms while the other crew members are "Regulars."
 4. Why hasn’t Kent been accepted by the group? Do you agree with the older worker’s
last statement in the case? Why or why not?

Answer:

Kent was assigned to a small team of employees who are aware that he will only be working
there for the summer, per the supervisor's instructions. The staff members believe they are not
required to provide any advice and are not responsible to somebody who will only be employed
by the company temporarily. This shows the group attributes "Role Expectation," which is the
way other people think a person ought to behave given their role.

After working there for two weeks, Kent saw that his crew members were doing very little work,
and he soon discovered that they were simply milling around, chatting, and even running away
when there was work to be done. When the rest of the crew was off having fun somewhere else,
Kent frequently found himself working alone to unload a boxcar. When Kent complained to his
coworkers, they were quite clear that he could leave if he didn't like it, but that if he went to the
supervisor, he would regret it.

According to the statement given by Kent's coworkers, they disliked being told what to do and
didn't care about his complaints. They also advised Kent to resign if he didn't like it. The
aforementioned comment makes it clear that Kent was rejected by the group and points to the
group property "Deviant Workplace Behavior" category - Interpersonal [Being pessimistic and
critical]

"Son, if you had been here as long as I have, you would be just like us," the elderly man  said. I
disagree with the elderly man's final statement because it can be tied to "Deviant Workplace
Activity," which is voluntary behavior that breaches significant organizational rules and
endangers the wellbeing of the organization or its members. Also known as antisocial behavior or
rudeness at work.