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28 Cards in this Set
- Front
- Back
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Group |
A collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements |
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Team |
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable |
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Project and development teams |
Teams that work on long-term projects but disband once work is completed |
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Parallel team |
Teams that operate separately from the regular work structure, and exist temporarily Recommend solutions to specific problems Seldom have authority to act |
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Management teams |
Teams that coordinate and give direction to the subunits under their jurisdiction and integrate work among subunits Based on authority stemming from hierarchical rank and is responsible for the overall performance of the business unit |
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Virtual teams |
Teams that are physically dispersed and communicate electronically more than face to face Encounters difficult challenges: building trust, cohesion, and team identity, and overcoming isolation barriers and the isolation of virtual team members |
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Traditional work groups |
Groups that have no managerial responsibilities First line manager plans, organizes, staffs, and controls them, and other groups provide support activities, including quality control and maintenance |
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Quality circles |
Voluntary groups of people drawn from various production teams who make suggestions about quality but have no authority to make decisions or execute |
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Semiautonomous work groups |
Groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance |
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Autonomous work groups |
Self managing teams Groups that control decisions about and exclusion of a complete range of tasks Acquiring raw materials and performing operations, quality control, maintenance, and shipping Fully responsible for an entire product or an entire part of a production process |
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Self designing team |
Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform Control over design for the team |
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Self managed teams |
Authorities ok us work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first line supervisors Found in manufacturing Results include lower costs, greater levels of team productivity, quality, and customer satisfaction |
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Social loafing |
Working less hard and being less productive when in a group When individuals believe that their contributions are not important, others will do the work for them, their lack of effort will go undetected, or they will be the lone sucker if they work hard but others dont |
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Social facilitation effect |
Working harder when in a group than when working alone Individuals are usually more motivated in the presence of others, are so cerned with what others think of them, and want to maintain a positive self image |
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Team coaching |
Addressing issues such as what the team is focused on, how it sets goals, and how it can improve communication and decision making Helps a team develop enough that it can coach itself |
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Cohesiveness |
The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another |
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Gatekeeper |
A team member who keeps abreast of current developments and provides the team with relevant information |
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Informing |
A team strategy that entails making decisions with the team and the informing outsiders of its intentions |
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Parading |
A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility Performs at an intermediate level |
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Probing |
A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions before taking action Focus on external relations |
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Conflict |
A process in which one party perceives that its interests are being opposed or negatively affamected by another party |
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Avoidance |
A reaction to conflict that involves ignoring the problem by doing nothing at all, or emphasizing the disagreement Do nothing to satisfy themselves or others Fail as to solve the problem |
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Accommodation |
A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about ones own interests |
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Compromise |
A style of dealing with conflict involving moderate attention to both parties concerns Results in sacrificing but not optimizing solutions |
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Competing |
A style of dealing with conflict involving strong focus on ones own goals and little or no concern for the other persons goals |
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Collaboration |
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties satisfaction Useful when both parties under time pressure, need to achieve temporary solution, or when collaboration fails Can be achieved by airing feelings and opinions, addressing all concerns, avoiding goal displacement |
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Superordinate goals |
Higher level goals taking priority over specific individual or group goals |
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Mediator |
A third party wo intervenes to help others manage their conflicts |
