• Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

Card Range To Study

through

image

Play button

image

Play button

image

Progress

1/39

Click to flip

Use LEFT and RIGHT arrow keys to navigate between flashcards;

Use UP and DOWN arrow keys to flip the card;

H to show hint;

A reads text to speech;

39 Cards in this Set

  • Front
  • Back

what is a group

two or more people interacting interdependently to achieve a common goal

what is mean for interacting

1.make clear who is and is not in the group


2.need not to be face to face


what is mean for interdependently

1.reliance on other group members to accomplish


group membership is improtant for two reason

1.group exert an trememdous influence on us


2.group provide context in which we can exext influence on others

formal work group

1.task force


2.project team (1 and 2 nomally is temporary)


3.committees (permanent)

5 steps of Tuckman's group development model

1.forming


2.storming


3.norming


4.performing


5.adjourning

Gersick's Punctuated Equilibrium

phase 1: assumption approach be decided


midpoint transition: make a change in group approach


phase2: play out the decision and approach adopted at midpoint transition

advise stem from Punctuated Equilibrium

1.prepare carefully in the first meeting


2.do not look for critical progress in phase 1


3.manage midpoint transition carefully


4.be sure that adequate resourses are availible to actually executed in phase 2


5.resist deadline change

why group size increase, satisfation decrease

1.as the group size increase, develop relation wih its member require more time and energy


2.larger group prompt more conflict


3.time avaible for verbal participation by each member decrease


4.mamy people inhibit participate in large group


5.in larger group, member indentify less easily with the success of the group

relationship between group size and performance depend on 3 types of task

1.additive task -positive relationship


2.disjuntive task-positive relationship


3.conjunctive task-nagative relationship

diversity of group membership

1.take more time to forming, storming and norming for more diverse group


2.negative effect of "surface diversity" group can be wear off over time


3."deeply diversity" group can badly damage cohesiveness


why do norm develop?

provide predictability to behaviour

how do norms develop?

share attitudes form the basis for norm

3 typical norms


1.dress norms


2.reward allocation norms


3.performance nowms


reward allocation norms

equity


equality


reciprocity


social responsity


2 kinds of roles

1.assigned roles


2.emergent roles

3 elements that can lead to role ambiguity

1.org factor


2.the role sender


3.focal person

practical consequences of role ambiguity and role conflict

stress


dissatifaction


reduced commitment


lower performance


turnover intention

4 role conflict

1.intrasender role conflict


2.intersender role conflict


3.interrole conflict


4.person-role conflict

formal status system

-management's attempt to publicly identify thoes people who have higher status than others


-identification is implemented by the application of status symbol

informal statuss system

-not well advertise


-lack conspicuous symbol


-job performance is a basic for acquisition of informal status

consequences of status different

-paradoxical effect- people like to talk to others at their own status or higher but refuse to talk with outher if status differences are large


-people pay attention to respect status

pro and con about status different

pro: status different can be a powerful motivator


con: inhibit communication

how to reduce status differences

1.remove status symbol


2.communicate with email

group cohesiveness

the degree to which a group is attractive to its members


-cohesiveness is a relative

factors influencing cohesiveness

1.threat and competition-extreme threat and unblance competition can not increase cohesiveness.


2.sucess


3.member diversity


4.size


5.toughness of initiation

consequences of cohesiveness

1. more participation in group activities


2.more conformity


3.more sucess

productivity and cohesiveness

-in high cohesive group, the productivity of member tends to be fairly similar


-the productivity of high cohesive group depend on if the group accpet the org norm

social loafing

tendency to withhold physical or intellectual effort when performing group task

two form of social loafing

free rider effect: lower effort to get a free ride at the expense of fellow group member


sucker effect: lower effort because of the feeling that others are free riding

some ways to counteract social loafing

1.make individual effort more visible


2.make sure the work is interesting


3.increase feelings of indispensability


4.increase performance feedback


5.reward group performance

collective efficacy

shared beliefs that a team can successfully perform a task

according to Hackman


a work group is effective when

1.physical and intellectual output is acceptable to management and to the other parts of org use this output


2.group members' needs are satisfied rather than frustrate by group


3. group exp can enable members to continue to work together

group effectiveness occur when

1.high effort is directed to taks


2.great knowledge and skill are directed toward the task


3.adopt sensible strategies for accomplishing its goals

3 critical elements to the success of self-managed team

1.natually of task-complex, challeging, require high interdependence


2.composition of group-stable,size,expertise,diversity


3.supporting of group

compostion of self-managed teams

-HR department oversight is necessary


-selection stage is critical:one of the way to maintaining appropriate group composition is let the group choose is own member


supporting self-managed teams

1.training- technical,social,language,business


2.reward


3..management-most effective managers encouraged groups o observe,evaluate and reinforce their own task behaviour

Cross-Functional teams

-doing a recurrent task- self-managed and permanent.


-doing a complex task- require leadership,thier live are limited


-best known for product development

three general goals of using cross-functional team

1. innovation


2.speed


3.quality