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41 Cards in this Set
- Front
- Back
is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.
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group
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is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
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team
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created to do productive work. is a group established to do something productive for the organization and is headed by a leader
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formal groups
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created for friendship. is a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership.
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informal groups
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are created to broaden the information base for managerial decisions
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advice teams
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are responsible for performing day-to-day operations
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production teams
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work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team.
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project teams
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which is staffed with specialists pursuing a common objective.
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cross-functional team
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work to accomplish tasks that require people with
1 specialized training and 2 a high degree of coordination. |
action teams
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which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and quality-related problems
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quality circles
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are defined as groups of worker who are given administrative oversight for their task domains. are an outgrowth of a blend of behavioral science and management practice.
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self-managed teams
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is the process of getting oriented and getting acquainted
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forming
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is characterized by the emergence of individual personalities and roles and conflicts within the group.
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storming
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conflicts are resolved, close relationships develop, and unit and harmony emerge. that the group may now evolve into a team.
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norming
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a "we feeling" binding group members together.
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group cohesiveness
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members concentrate on solving problems and completing the assigned task.
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performing.
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members prepare for disbandment
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adjourning.
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the purpose needs to be defined in terms of specific, measurable performance goals with continual feedback to tell team members how well they are doing.
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1 Performance goals and feedback
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when clear performance goals exists, when the work is considered meaningful, where members believe their efforts matter, and when they don't feel they are being exploited by others, this kind of culture supports teamwork.
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2. motivation through mutual accountability
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small teams:2-9 for better interaction and morales
Large teams: 10-16 members for more resources and division of labor. |
3 Size: small teams or large teams?
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in which the work is divided into particular tasks that are assigned to particular workers
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division of labor
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the tendency of people to exert less effort when working in groups than when working alone.
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social loafing
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is a socially determined expectation of how an individual should behave in the specific position.
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role
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or task-oriented role, consists of behavior that concentrates on getting the team's tasks done.
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task role
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or relationship-oriented, consists of behavior that fosters constructive relationships among team members
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maintenance role
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are general guidelines or rules of behavior that most group or team members follow
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norms
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examples of roles
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clarify role expectations
to help individuals avoid embarrassing situations to emphasize the group's important values and identity |
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the tendency of a group or team to stick together
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cohesiveness
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a cohesive group's blind unwillingness to consider alternative
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Janis's groupthink
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Symptoms of Groupthinks
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invulnerability, inherent morality, and stereotyping of opposition.
rationalization and self-censorship illusion of unanimity, peer pressure, and mindguards groupthink versus "the wisdom of crowds" |
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Results of groupthink
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reduction in alternative ideas
limiting of other information |
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preventing groupthink
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allow criticism
allow other perspectives |
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is a process in which one party perceives that its interests are being opposed or negatively affected by another party
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conflict
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bad for organizations. is conflict that hinders the organization's performance or threatens its interests
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negative conflict
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good for organizations. which benefits the main purposes of the organization and serves its interests
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constructive conflict
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to little conflict leads to ____
too much conflict leads to ______ |
indolence, warfare
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Seven causes of conflicts
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competition for scarce resources
time pressure inconsistent goals or reward systems ambiguous jurisdictions status differences personality clashes communication failures |
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how to stimulate constructive conflict
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1 spur competition among employees
2 change the organization's culture and procedures 3 bring in outsiders for new perspectives 4 use programmed conflict |
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designed to elicit different opinions without inciting people's personal feelings
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programmed conflict
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is the process of assigning someone to play the role of critic
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devil's advocacy
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role-playing two sides of a proposal to test whether it is workable. the process of having two people or groups play opposing roles in a debate in order to better understand a proposal.
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dialectic method
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