ection need has to do with how close the relations in the group are. Some members may want a close group, others may want a cool or distant group atmosphere.
All groups, including primary groups, have some organizational structure. Larger groups, obviously, have more complicated organizational structures. There are three ways that members' cognitions, emotions, and behaviors can shape processes and outcomes at the organizational level. First, autonomous individuals or groups may take actions that reflect their own preferences but may claim that such actions reflect organizational policies and procedures (Mowday & Sutton, 1993, p. 210). The other two ways that individuals influence organizational contexts are when powerful individuals (or groups) take actions that influence organizational structures, processes, and performance; and when the aggregation of individual thoughts, feelings, and behaviors--and the aggregate of group attributes--can influence the organization as a whole (Mowday & Sutton, 1993, p. 210).
The most frequently used term to describe member liking for and commitment to a group is cohesiveness (Johnson & Johnson, 1982, p. 372). Group cohesion, sometimes referred to as group solidarity, is the extent to
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