Chapter 13 Mgt

Front 1

is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

Back 1

group

Front 2

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.

Back 2

team

Front 3

created to do productive work. is a group established to do something productive for the organization and is headed by a leader

Back 3

formal groups

Front 4

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.

Back 4

informal groups

Front 5

are created to broaden the information base for managerial decisions

Back 5

advice teams

Front 6

are responsible for performing day-to-day operations

Back 6

production teams

Front 7

work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team.

Back 7

project teams

Front 8

which is staffed with specialists pursuing a common objective.

Back 8

cross-functional team

Front 9

work to accomplish tasks that require people with
1 specialized training and
2 a high degree of coordination.

Back 9

action teams

Front 10

which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and quality-related problems

Back 10

quality circles

Front 11

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.

Back 11

self-managed teams

Front 12

is the process of getting oriented and getting acquainted

Back 12

forming

Front 13

is characterized by the emergence of individual personalities and roles and conflicts within the group.

Back 13

storming

Front 14

conflicts are resolved, close relationships develop, and unit and harmony emerge. that the group may now evolve into a team.

Back 14

norming

Front 15

a "we feeling" binding group members together.

Back 15

group cohesiveness

Front 16

members concentrate on solving problems and completing the assigned task.

Back 16

performing.

Front 17

members prepare for disbandment

Back 17

adjourning.

Front 18

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.

Back 18

1 Performance goals and feedback

Front 19

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.

Back 19

2. motivation through mutual accountability

Front 20

small teams:2-9 for better interaction and morales
Large teams: 10-16 members for more resources and division of labor.

Back 20

3 Size: small teams or large teams?

Front 21

in which the work is divided into particular tasks that are assigned to particular workers

Back 21

division of labor

Front 22

the tendency of people to exert less effort when working in groups than when working alone.

Back 22

social loafing

Front 23

is a socially determined expectation of how an individual should behave in the specific position.

Back 23

role

Front 24

or task-oriented role, consists of behavior that concentrates on getting the team's tasks done.

Back 24

task role

Front 25

or relationship-oriented, consists of behavior that fosters constructive relationships among team members

Back 25

maintenance role

Front 26

are general guidelines or rules of behavior that most group or team members follow

Back 26

norms

Front 27

examples of roles

Back 27

clarify role expectations
to help individuals avoid embarrassing situations
to emphasize the group's important values and identity

Front 28

the tendency of a group or team to stick together

Back 28

cohesiveness

Front 29

a cohesive group's blind unwillingness to consider alternative

Back 29

Janis's groupthink

Front 30

Symptoms of Groupthinks

Back 30

invulnerability, inherent morality, and stereotyping of opposition.
rationalization and self-censorship
illusion of unanimity, peer pressure, and mindguards
groupthink versus "the wisdom of crowds"

Front 31

Results of groupthink

Back 31

reduction in alternative ideas
limiting of other information

Front 32

preventing groupthink

Back 32

allow criticism
allow other perspectives

Front 33

is a process in which one party perceives that its interests are being opposed or negatively affected by another party

Back 33

conflict

Front 34

bad for organizations. is conflict that hinders the organization's performance or threatens its interests

Back 34

negative conflict

Front 35

good for organizations. which benefits the main purposes of the organization and serves its interests

Back 35

constructive conflict

Front 36

to little conflict leads to ____
too much conflict leads to ______

Back 36

indolence, warfare

Front 37

Seven causes of conflicts

Back 37

competition for scarce resources
time pressure
inconsistent goals or reward systems
ambiguous jurisdictions
status differences
personality clashes
communication failures

Front 38

how to stimulate constructive conflict

Back 38

1 spur competition among employees
2 change the organization's culture and procedures
3 bring in outsiders for new perspectives
4 use programmed conflict

Front 39

designed to elicit different opinions without inciting people's personal feelings

Back 39

programmed conflict

Front 40

is the process of assigning someone to play the role of critic

Back 40

devil's advocacy

Front 41

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.

Back 41

dialectic method