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21 Cards in this Set
- Front
- Back
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Teams |
Is a formal group, it has a leader and a distinctive culture and is geared towards a final result. Multi-skilled Teams - Bring together individuals who can perform any of the groups tasks. They can be shared out in a flexible way according to availability and inclination. Multi-disciplinary Teams - Bring together individuals with different specialisms so that their skills, knowledge and expertise can be pooled and arranged. |
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Groups |
Self Directed & Autonomous Groups - Based on the theory that the interaction of the task with the individuals is best severed by groups. Reference Groups - Is a group the individual does not currently belong to but wants to join. Formal Group - Organisations use groups to carry out tasks, communicate and solve problems. Informal Group - Individuals join groups to meet their social and security or safety needs. |
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Benefits of Groups |
Increased productivity - Working as part of a group can result in a better overall result. Synergy - One person cannot do everything, but a team can combine all main areas of skills and knowledge that are needed. Improved focus and responsibility - Each member can be given the responsibility for specific tasks, avoiding overloading. Improved problem solving - Having a group made up of members with different abilities will mean a higher likelihood of having the knowledge to solve the problem. Greater creativity - The idea that two heads are better than one. Increased satisfaction - Working as part of a group can bring social benefits and a sense of belonging to members. Increased motivation - Members will work hard for other group members. Improved information flows - There will be more effective communication. |
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Problems of Groups |
Conformity - Individuals can be persuaded by group pressures to agree with decisions which are obviously wrong, and which the person must know is wrong. The Abilene paradox - A group can end up with an outcome that none of the members wanted. Risky shift - This is the tendency for groups to take decisions which are riskier than any the individuals would take on their own. Group think - Where members try to minimise conflict and reach consensus without critically testing, analysing and evaluating ideas. |
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Group Cohesiveness Membership Factors |
Homogeneity - Homogeneity of status, internally and externally, leads to a more cohesive group. Alternatives - If the individual has alternatives, his or her dependence on the group is reduced. Size of group - As group size goes up, the average productivity of the members goes down. Membership in other groups - This may form cohesions and effectiveness. |
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Group Cohesiveness Environmental Factors |
Task - The nature of the task and its organisation must be compatible. Isolation of group - External threat and incentives. The climate of management and leadership - A theory X type of organisation tends to lead to anti-management groups forming, even if only informally. |
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Group Cohesiveness Dynamic Factors |
Groups are continually changing, not just in membership but also in understanding each other and of the tasks. Success and failure, there is a tendency to persist in failure. |
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Team Development Tuckman |
Teams typically pass through four stages of development: Forming Storming Norming Performing |
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Team Development Forming |
Team members are no more than a collection of individuals. Project manager must provide clear direction and structure to the team by communicating the project objectives, constraints, scope, schedule and budget. |
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Team Development Storming |
As tasks get under-way, team members try to test the project managers authority. The conflict and resolution skills of the project manager are vital, and they need to allow flexibility to the team members to question and test and get involved in decisions. |
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Team Development Norming |
This stage establishes the norms under which the team will operate and team relationships become settled. Project manager will begin to pass control and decisions making authority to the team-members. Members will be working as a cohesive team. |
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Team Development Performing |
Team is now capable of operating to full potential. Progress is made towards the project objectives and the team feels confident and empowered. Project manager will concentrate on the performance of the project. |
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Team Development Dorming |
If a team remains for a long time in the performing stage, there is a danger that it will be operating on automatic pilot. |
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Team Performance Belbin |
Leader - Coordinating and operating through others (STABLE, DOMINANT EXTROVERT) Shaper - Committed to the task, aggressive and challenging (ANXIOUS, DOMINANT EXTROVERT) Plant - Thoughtful and thought-provoking (DOMINANT INTROVERT, HIGH IQ) Monitor Evaluator - Analytically criticises others ideas (STABLE, INTROVERT, HIGH IQ) Resource Investigator - Adds to other peoples ideas (DOMINANT, STABLE EXTROVERT) Company Worker - Turns general ideas into specifics (STABLE, CONTROLLED INDIVIDUAL) Team Worker - Concerned with relationships in the group (STABLE EXTROVERT, LOW DOM) The Finisher - Unpopular, the progress chaser (ANXIOUS INTROVERT) The Specialist - A technical person, if needed, to solve technically based problems. |
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Role Theory |
Role Ambiguity - Individuals are unsure of the role they play, or others are unclear. Role Conflict - When individuals find a clash between differing roles they have adopted. Role Incompatibility - When individuals experience expectations from outside groups about their role that are different from their own expectations. Role Signs - Visible indication of the role. Role Set - People who support a lead person in a major role. Role Behaviour - Certain types of behaviour can be associated with a role in an office or works. |
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High Performance Teams Vaill |
Human systems that are doing dramatically better than other systems. Common characteristics include: - Clarification of board purpose and near-term objectives. - Commitment to purposes. - Teamwork focused on the task at hand. - Strong and clear leadership. - Generation of inventions and new members. |
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High Performance Teams Peters & Waterman |
Identified five key aspects to successful teams. - The numbers should be small. - The team should be of limited duration. - Membership should be voluntary. - Communication should be informal and unstructured. - It should be action orientated. |
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High Performance Teams Building the team and improving and measuring effectiveness |
Team Building Exercises - Improved communication. - Building trust. - Social interaction. Measuring Effectiveness - The degree to which the team achieved its stated objectives and the quality of output. - Team member satisfaction. - Efficiency. |
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Distributed Leadership Carson et al |
A distributed leadership perspective recognises that there are multiple leaders. Involves the sharing of the power-base between a number of individuals. - Shared Purpose - Social Support - Voice |
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Intergroup Conflict |
Group identification - Employees have to perceive themselves as part of an identifiable group or department. Observable group differences - The ability to identify oneself as a part of one group and to observe differences in comparison with other groups. Frustration - Means that if one group achieves its goal the other will not. |
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Managing Intergroup Conflict |
Confrontation - Occurs when parties in conflict directly engage one another and try to work at their differences. Third Party Consultants - When conflict is intense and enduring, and department members are suspicious and uncooperative. Member Rotation - It means that individuals from one department can be asked to work in another department. Subordinate Goals - Top management to establish superordinate goals that require cooperation between departments. Intergroup Training - A strong intervention to reduce conflict in intergroup training. |
