Chapter 9 Reading-Effective Groups & Teams

Front 1

Group

Back 1

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

Must interact and be aware of eachother

Front 2

Formal Group

Back 2

formed by a manager to help the organization accomplish its goals

Front 3

Informal Group

Back 3

exists when the members' overriding purpose of getting together is friendship

Front 4

Group development process

Back 4

Forming

Storming

Norming

Performing

Front 5

Tuckman's 5 State Theory of Group Development

Back 5

INDEPENDENCE

<b>Forming</b>:<i>group members are uncertain and anxious about such things as their roles, people in charge and goals--trust is low--conflict here can be beneficial</i>

-How will I fit in?
-Why are we here?

<b>Storming</b>: <i> Time of testing--subgroups may form and subtle forms of rebellion occur</i>

-What's my role here?
-Why are we fighting over who's in charge and who does what?

DEPENDENCE/INTERDEPENDANCE

<b>Norming</b>:<i>Members challenge the group to resolve their power struggle--the "we feeling"</i>

-What do the others expect me to do?
-Can we agree on roles and work as a team?

<b>Performing</b>: <i>Activity focused on solving task problems</i>
-How can I best perform my role?
-Can we do the job properly?

<b>Adjourning</b>
-What's Next for me?
-Can we help members transition out?

RETURN TO INDEPENDENCE

Front 6

Formal Groups fill two basic functions

Back 6

Organizational

Individual

Complex combinations of the above can be found in formal groups all the time.

Front 7

Group Cohesiveness (norming)

Back 7

the "we feeling" that binds members of a group together, is the principal by-product of norming

Front 8

Role

Back 8

a set of expected behaviors for a particular position, and a group role is a set of expected behaviors for members of the group as a whole

Front 9

Task vs. Maintenance Roles

Back 9

<b>Task Roles</b>--keep the group on track.

Enable the work group to define clarify and pursue a common purpose

<b>Maintenance Roles</b>-Keep the group together

foster supportive and constructive interpersonal relationships

Front 10

Norm

Back 10

an attitude, opinion, feeling, or action--shared by two or more people--that guides their behavior

Front 11

**Norms develop in the following 4 ways

Back 11

Explicit statements by supervisors/co-workers

Critical Events in the group's history

Primacy

Carryover behaviors from past situations

Front 12

Team

Back 12

a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Front 13

A group becomes a TEAM when:

Back 13

Leadership becomes a shared activity

Accountabiity shifts from strictly individual to both individual and collective

The group dvelops its own purpose or mission

Problem solving becomes a way of life not a part time activity

Effectiveness is measured by the group's collective outcomes and products

Front 14

3 C's of team players

Back 14

Committed

Collaborative

Competent

Front 15

Team Building

Back 15

A catchall term for a host of techniques aimed at improving the internal functioning of work groups

Front 16

Trust

Back 16

a reciprocal faith that the intentions and behaviors of another will consider the implications for you

Front 17

3 Forms of OB Trust

Back 17

Contractual Trust-Trust of character

Communication Trust-Trust of disclosure

Competence Trust-Trust of capability

Front 18

Self-Managed Teams

Back 18

groups of workers who are given administrative oversight for their task domains--autonomous

Front 19

Cross Functionalism

Back 19

common feature of self managed teams particularly among those above the shop-floor or clerical levels

Front 20

Virtual Team

Back 20

a physically dispersed task group that conducts its business through information communication technology (ICT)

There is no substitute for face to face contact

Front 21

Groupthink

Back 21

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.

Several symptoms of groupthink:

Invulnerability
Inherent morality
Rationalization
Stereotyped views of opposition
Self-Censorship
Illusion of unanimity
Peer Pressure
Mindguards

these factors often create fear in the group and discourage true innovation & teamwork

Front 22

Social Loafing

Back 22

tendency for individual effort to decline as group size increases

Front 23

Team Charters

Back 23

describe how the team will operate, such as processes for sharing information and decision making (teamwork)

Front 24

Team performance strategies

Back 24

deliberate plans that outline what exactly the team is to do, such as defining particular tasks and member responsibilities

Front 25

Team adaptive capacity

Back 25

important to meet changing demands and to effectively transition members in and out.

Front 26

Attributes of a team player

Back 26

opennes to new ideas

sharing information/experience

seek opportunities for improvement

develop working relationships

look for win win solutions to build trust

only join teams whose goals they highly value

Reliable

Front 27

Team Contract Purpose

Back 27

1. Clarifies the team's goals

2. Determines how the team can best work together

3. It is a live document that will be continually referenced and refined.

Front 28

Specific

Measurable

Attainable

Realistic

Timely

Back 28

SMART