Ecm Chapter 11

Front 1

synergy

Back 1

performance gains that result when individuals and departments coordinate their actions

Front 2

formal group

Back 2

a group that managers establish to achieve org goals

Front 3

informal group

Back 3

a group that mgrs or nonmanagerial employees form to help achieve their own goals or meet their own needs

Front 4

top mgt team

Back 4

a group composed of the CEO, the president, and the heads of the most important depts

Front 5

Group

Back 5

two or more people who interact with each other to accomplish certain goals or meet certain needs.

Front 6

• 3M Example

Back 6

Groups working together

Front 7

• Team

Back 7

a group whose members work intensely with each other to achieve a specific common goal or objective

Front 8

• What makes a team different from a group

Back 8

intensity with which team members work together and presence of a specific, overriding team goal or objective.

Front 9

• Groups/teams can help an organization gain a competitive advantage because they can

Back 9

Enhance its performance
Increase its responsiveness to customers
Increase innovation
Increase employee motivation and satisfaction

Front 10

• Cross functional teams

Back 10

expertise and knowledge in different org. depts. Are brought together in the skills and knowledge of the team members.

Front 11

• Teams and innovation

Back 11

often people working alone don’t have all the innovation to create new things so you make groups of diverse people who put their ideas together

Front 12

• Groups and Teams as motivators

Back 12

people are more motivated and satisfied when working in groups, increased social interaction, stress relief

Front 13

o Formal group:

Back 13

a group that managers establish to achieve organizational goals

Front 14

o Cross cultural teams

Back 14

composed of members from different cultures or countries

Front 15

o Informal groups

Back 15

a group that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs

Front 16

o Top management team:

Back 16

a group composed of the CEO, the president, and the heads of the most important departments.

Front 17

o Groupthink

Back 17

faulty group decision making that results when group members strive for agreement at the expense of an accurate assessment of the situation

Front 18

• Research and Development Team:

Back 18

a team whose members have the expertise and experience needed to develop new products

Front 19

• Command Groups

Back 19

a group composed of subordinates who report to the same supervisor; also called a department or unit

Front 20

• Task forces

Back 20

a committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called an ad hoc committee.

Front 21

• Self-managed work team

Back 21

a group of employees who supervise their own activities and monitor the quality of the goods and services they provide.

Front 22

• Steps for self managed work teams to be effective:

Back 22

o Give enough responsibility and autonomy
o Make work somewhat complex
o Carefully select the self team members
o Manager should know role of guidance, coaching and eupporting, not supervising
o Know training needed and provide it

Front 23

• Virtual Teams

Back 23

a team whose members rarely or never meet face-to-face and interact by using various forms of information technology such as email, computer networks, telephone, fax, and videoconferences

Front 24

o Synchronous technology

Back 24

enable virtual team members to communicate and interact with each other in real time simultaneously through videoconferencing, teleconferencing and electronic meetings.

Front 25

o Asynchronous technologies

Back 25

email, electronic bulletin boards, and websites- delay

Front 26

Thomson Financial Example

Back 26

Using IT to be able to use groups and teams to develop a wide variety of products suited for different customer groups

Front 27

• Friendship Group

Back 27

an informal group composed of employees who enjoy each other’s company and socialize with each other.

Front 28

• Interest Group

Back 28

an informal group composed of employees seeking to achieve a common goal related to their membership in an organization.

Front 29

• Five Key Elements of Group Dynamics

Back 29

group size and roles, group leadership, group development, group norms, and group cohesiveness

Front 30

Small Advantage (2-9 members):

Back 30

interact more with each other and coordinate easier, are more motivated, satisfied and committed, find it easier to share information, are better able to see importance of personal contribution for group success. Disadvantage: fewer resources available

Front 31

o Large Group Advantage:

Back 31

more resources to achieve goals; knowledge, experience, skills

Front 32

o Division of labor

Back 32

splitting the work to be performed into particular tasks and assigning tasks to individual workers

Front 33

• Group Roles

Back 33

a set of behaviors and tasks that a member of a group is expected to perform because of his or her position in a group.

Front 34

o Role making

Back 34

taking the initiative to modify an assigned role by assuming additional responsibilities.

Front 35

• Group Leadership

Back 35

effective leadership is a key ingredient for high performing groups, teams and organizations, allowing people to chose their own leaders or some rotate the leading responsibilities

Front 36

• Group development over time

Back 36

can take a group a certain amount of time to reach full potential. Happens in five steps:

Front 37

o Forming:

Back 37

members try to get to know each other and reach common understanding of what the group is trying to accomplish and how group members should behave

Front 38

o Storming:

Back 38

groups experience conflict and disagreement because some members do not wish to submit to the demands of other group members

Front 39

o Norming

Back 39

close ties between group members begin to develop, friendship and camaraderie emerge

Front 40

o Performing:

Back 40

real work of group gets done

Front 41

o Adjourning

Back 41

only groups that eventually are disbanded (task forces), group dispersed

Front 42

• Group Norms

Back 42

shared guidelines or rules for behavior that most group members follow

Front 43

o Conformity and deviance:

Back 43

1) want to obtain rewards and avoid punishment 2)want to imitate group members who they like and admire 3) have internalized the norm and believe it is the right and proper way to behave.

Front 44

o Responses to when a group member doesn’t behave

Back 44

group can try to get member to change and act like them, group can expel the member, group can change the norm to be consistent with the member’s behavior

Front 45

o Encouraging a balance of conformity and deviance

Back 45

enough conformity to control members behavior and channel it in a direction that helps the group achieve goals, enough deviance to ensure that dysfunctional norms are discarded and replaced with functional ones

Front 46

• Group Cohesiveness

Back 46

the degree to which members are attracted to or loyal to a group

Front 47

o Consequences:

Back 47

levels of participation within a group, levels of conformity to group norms, emphasis on group goal accomplishment

Front 48

o Factors leading to group cohesiveness

Back 48

group size, effectively managed diversity, group identity, healthy competition and success- manager can effect.

Front 49

o Integrating Theory and Practicality Example

Back 49

effective management of diverse teams. .

Front 50

Group

Back 50

two or more people who interact with each other to accomplish certain goals or meet certain needs.

Front 51

• 3M Example

Back 51

Groups working together

Front 52

• Team

Back 52

a group whose members work intensely with each other to achieve a specific common goal or objective

Front 53

• What makes a team different from a group

Back 53

intensity with which team members work together and presence of a specific, overriding team goal or objective.

Front 54

• Groups/teams can help an organization gain a competitive advantage because they can

Back 54

Enhance its performance
Increase its responsiveness to customers
Increase innovation
Increase employee motivation and satisfaction

Front 55

• Cross functional teams

Back 55

expertise and knowledge in different org. depts. Are brought together in the skills and knowledge of the team members.

Front 56

• Teams and innovation

Back 56

often people working alone don’t have all the innovation to create new things so you make groups of diverse people who put their ideas together

Front 57

• Groups and Teams as motivators

Back 57

people are more motivated and satisfied when working in groups, increased social interaction, stress relief

Front 58

o Formal group:

Back 58

a group that managers establish to achieve organizational goals

Front 59

o Cross cultural teams

Back 59

composed of members from different cultures or countries

Front 60

o Informal groups

Back 60

a group that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs

Front 61

o Top management team:

Back 61

a group composed of the CEO, the president, and the heads of the most important departments.

Front 62

o Groupthink

Back 62

faulty group decision making that results when group members strive for agreement at the expense of an accurate assessment of the situation

Front 63

• Research and Development Team:

Back 63

a team whose members have the expertise and experience needed to develop new products

Front 64

• Command Groups

Back 64

a group composed of subordinates who report to the same supervisor; also called a department or unit