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34 Cards in this Set

  • Front
  • Back
advantages of teams
increase customer satisfaction

improve product and service quality

speed an efficiency when designing and manufacturing products

increased job satisfaction
disadvantages of teams
initially high turnover

social loafing

groupthink

time for decision making

dominant players
When to use teams
clear engaging reason for using them

job can't be don unless people work together
rewards can be provided for team performance

ample resources are available

teams will have clear authority to manage and change how work gets done
when not to use teams
there isn't a clear engaging reason or purpose

the job can be don by people working independently

rewards are provided for individual effort

the necessary resources are not available

management will continue to monitor and influence how work gets done
kinds of teams (5)
traditional work groups

employee involvement teams

semi-autonomous work groups

self-managing teams

self-design teams
special kinds of teams (3)
cross-functional teams

virtual teams

project teams
Elements of work teams
norms

cohesiveness

size

conflict

states of development
How to promote cohesiveness
all memebers present at meetings and activities

creating common workspaces

nonwork activities
4 stages of team development
forming

storming

norming

performing
ways to make teams more effective
setting team goals

selecting people

team training

team compensation and recognition
work team
a small number of peopple with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes
social loafing
behaviour in which team members withhold their effors and fail to perform their share of the work
traditional work group
group composed of two or more people who work together to achieve a shared goal
employee involvement team
team that provides advice or makes suggestions to management concerning specific issues
semi-autonomous work group
group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service
self-managing team
team that manages and controls all the major tasks of producing a product or service
self-desigining team
team that has the characteristics of self-managing teams but that also controls team design, work tasks, and tem membership
cross-functional team
team composed of employees from different functional areas of the organization
virtual team
team composed of geographically and organizationally dispersed co-workers who use telecommunications and information technologies to accomplish and organizational task
project team
team created to complete specific, on-time projects or tasks withing a limited time
norms
informally agreed-on standards that regulate team behaviour
cohesiveness
the extend to which team members are attracted to a team and motivated to remain in it
forming
the first state of team development in which team members meet each other, form initial impressions and begin to establish team norms
storming
the second stage of team development characterized by conflict and disagreement in which team members disagree over what the team should do and how it should do it
norming
the third stage of team development in which team members begin to settle into their roles, group cohesion grows and positive team norms develop
performing
the fourth stage of team development in which performance improves because the team has matured into an effective fully functioning team
structural accomodation
the ability to change organizational structures policies and practices
bureaucratic immunity
the ability to make changes without first getting approval from managers or other pars of an organization
individualism-collectivism
the degree to which a person believes that people should be self-sufficient and that loyalty to ones self is more imporant than loyalty to ones team or company
team level
the avery level of ability experience personality or any other factor in a team
team diversity
the variances or differences in ability experience personality or any other factor on a team
interpersonal skills
skills such as listening communicating questioning and providing feedback that enable people to have effective working relationships with others
skill-base pay
compensation system that pays employees for learning additional skills or knowledge
gainsharing
compensation system in which companies share the financial value of performance gains such as productivity cost savings or quality with their workers.