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29 Cards in this Set
- Front
- Back
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Interdependent collection of individuals who share responsibility for specific outcomes for their organizations |
Work groups |
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works groups and work teams are used interchangeable |
true |
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Subunits established by the organization |
Formal groups |
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Develop apart from the official organizational structure; existrelatively independently of the organization |
Informal groups |
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Norms |
shared expectations about appropriate ways of responding in a group |
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What most people do, feel or think in a particular situation |
Descriptive norms |
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What people should do, feel, or think in a particular situation |
Prescriptive norms |
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setof behaviors expected of a person who occupies a particular position in a groupor organization |
Roles |
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How people perceive the various situational forces acting on them |
Role concept |
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Process by which a group or organization establishes distinct roles for various group or organization members |
role differentation |
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strength of members’motivation to maintain membership in a group as well as the links or bonds thathave developed among members
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cohecsion |
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describes the continuous manner in which a group’sstructure changes over time . forming storming norming performing adjourning |
Tuckmans five stages of group development |
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reduction in individual effort that occurs when people work in groups |
social loafing |
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Happens when employees perceive their efforts are not necessary to groupsuccess and rewards |
free riding |
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Occurs when group members decide they will no longer be a “sucker” andreduce their effort |
Sucker effect |
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information held by all group members |
shared information |
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information held by only one group member |
unshared information |
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mode of thinking that individuals engage in when the desire to agreebecomes so dominant in a cohesive group that it tends to override the realisticappraisal of alternative courses of action |
group think |
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All members of group generate potential solutions without fear ofcriticism by other members |
brainstorming |
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Members get acquainted interactions are polite tentative exploratory and sometimes guarded |
Forming |
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Interactions are characterized by disagreement members question one another more pointedly |
storming |
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unity established members become more cohesive roles standards and relationships develop |
Norming |
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members become focused on productivity and goal achievement |
performing |
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roles are terminated relationships weaken and members become much less dependent on one another or the group. |
Adjourning |
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rewards goals and feedback training |
Organizational context (predictors of work team effectiveness) |
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cognitive ability of group members personality traits of group members demographic characteristics of group members |
Group composition and size (predictors of work team effectiveness) |
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member task interdependence member goal interdependence |
Group work design (predictors of work team effectiveness) |
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Group cohesion group efficacy or communication processes |
intragroup processes (predictors of work team effectiveness) |
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communication outside the group external interaction patterns |
external group processes (predictors of work team effectiveness) |
