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64 Cards in this Set

  • Front
  • Back
synergy
performance gains that result when individuals and departments coordinate their actions
formal group
a group that managers establish to achieve org goals
informal group
a group that mgrs or nonmanagerial employees form to help achieve their own goals or meet their own needs
top mgt team
a group composed of the CEO, the president, and the heads of the most important depts
Group
two or more people who interact with each other to accomplish certain goals or meet certain needs.
• 3M Example
Groups working together
• Team
a group whose members work intensely with each other to achieve a specific common goal or objective
• What makes a team different from a group
intensity with which team members work together and presence of a specific, overriding team goal or objective.
• Groups/teams can help an organization gain a competitive advantage because they can
Enhance its performance
Increase its responsiveness to customers
Increase innovation
Increase employee motivation and satisfaction
• Cross functional teams
expertise and knowledge in different org. depts. Are brought together in the skills and knowledge of the team members.
• Teams and innovation
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
• Groups and Teams as motivators
people are more motivated and satisfied when working in groups, increased social interaction, stress relief
o Formal group:
a group that managers establish to achieve organizational goals
o Cross cultural teams
composed of members from different cultures or countries
o Informal groups
a group that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs
o Top management team:
a group composed of the CEO, the president, and the heads of the most important departments.
o Groupthink
faulty group decision making that results when group members strive for agreement at the expense of an accurate assessment of the situation
• Research and Development Team:
a team whose members have the expertise and experience needed to develop new products
• Command Groups
a group composed of subordinates who report to the same supervisor; also called a department or unit
• Task forces
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.
• Self-managed work team
a group of employees who supervise their own activities and monitor the quality of the goods and services they provide.
• Steps for self managed work teams to be effective:
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
• Virtual Teams
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
o Synchronous technology
enable virtual team members to communicate and interact with each other in real time simultaneously through videoconferencing, teleconferencing and electronic meetings.
o Asynchronous technologies
email, electronic bulletin boards, and websites- delay
Thomson Financial Example
Using IT to be able to use groups and teams to develop a wide variety of products suited for different customer groups
• Friendship Group
an informal group composed of employees who enjoy each other’s company and socialize with each other.
• Interest Group
an informal group composed of employees seeking to achieve a common goal related to their membership in an organization.
• Five Key Elements of Group Dynamics
group size and roles, group leadership, group development, group norms, and group cohesiveness
Small Advantage (2-9 members):
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
o Large Group Advantage:
more resources to achieve goals; knowledge, experience, skills
o Division of labor
splitting the work to be performed into particular tasks and assigning tasks to individual workers
• Group Roles
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.
o Role making
taking the initiative to modify an assigned role by assuming additional responsibilities.
• Group Leadership
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
• Group development over time
can take a group a certain amount of time to reach full potential. Happens in five steps:
o Forming:
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
o Storming:
groups experience conflict and disagreement because some members do not wish to submit to the demands of other group members
o Norming
close ties between group members begin to develop, friendship and camaraderie emerge
o Performing:
real work of group gets done
o Adjourning
only groups that eventually are disbanded (task forces), group dispersed
• Group Norms
shared guidelines or rules for behavior that most group members follow
o Conformity and deviance:
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.
o Responses to when a group member doesn’t behave
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
o Encouraging a balance of conformity and deviance
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
• Group Cohesiveness
the degree to which members are attracted to or loyal to a group
o Consequences:
levels of participation within a group, levels of conformity to group norms, emphasis on group goal accomplishment
o Factors leading to group cohesiveness
group size, effectively managed diversity, group identity, healthy competition and success- manager can effect.
o Integrating Theory and Practicality Example
effective management of diverse teams. .
Group
two or more people who interact with each other to accomplish certain goals or meet certain needs.
• 3M Example
Groups working together
• Team
a group whose members work intensely with each other to achieve a specific common goal or objective
• What makes a team different from a group
intensity with which team members work together and presence of a specific, overriding team goal or objective.
• Groups/teams can help an organization gain a competitive advantage because they can
Enhance its performance
Increase its responsiveness to customers
Increase innovation
Increase employee motivation and satisfaction
• Cross functional teams
expertise and knowledge in different org. depts. Are brought together in the skills and knowledge of the team members.
• Teams and innovation
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
• Groups and Teams as motivators
people are more motivated and satisfied when working in groups, increased social interaction, stress relief
o Formal group:
a group that managers establish to achieve organizational goals
o Cross cultural teams
composed of members from different cultures or countries
o Informal groups
a group that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs
o Top management team:
a group composed of the CEO, the president, and the heads of the most important departments.
o Groupthink
faulty group decision making that results when group members strive for agreement at the expense of an accurate assessment of the situation
• Research and Development Team:
a team whose members have the expertise and experience needed to develop new products
• Command Groups
a group composed of subordinates who report to the same supervisor; also called a department or unit