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39 Cards in this Set
- Front
- Back
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command groups
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determined by the organization chart and composed of individuals who report to a given manager
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task groups
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individuals brought togetther to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands
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cross-function teams
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bring together knowledge and skills of individuals various work areas or groups whose members have been trained to each others jobs
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self-managed teams
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essentially independent and that, in addition their own task, take on traditional managerial responsibilities, such as hiring, planning and scheduling, and evaluating performance
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formal groups
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work groups that are defined by an organizations structure and have designated work assignments and specific tasks directed at accomplishing organizations goals
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informal groups
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social
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forming stage
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1) join the group
2) define purpose, structure, and leadership |
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storming stage
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intragroup conflict
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performing stage
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fully functional and works on the group task
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adjourning stage
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wrapping up activities
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external conditions on groups
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organizations strategy, authority relationships, formal rules and regulations, the availability of resources, employee selection criteria, performance management system and culture, and general physical layout of groups workspace
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group member resources
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knowledge
skills abilities personality traits |
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interpersonal skills
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conflict management and resolution, collaborative problem solving, and communication
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group structure
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1. Roles
2. Norms 3. Conformity 4. Status Systems 5. Group Size 6. Group Cohesiveness and Leadership |
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Role
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behavior patterns expected of someone occupying a given position in a social unit
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norms (performance, dress, and loyalty)
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standards or expectations that are accepted and shared by a groups members (dictate work output levels, absenteeism, promptness, amount of socializing)
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conformity
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Asch's Cards - groupthink
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status systems
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formal and informal
prestige grading or ranking within a group |
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group size
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-5 to 7 people
-odd amount -affects performance and satisfaction -"social loafing" -"free riders" |
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group cohesiveness
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-degree to which group memebers are attracted to one another and share the groups goals
-related to productivity |
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group process
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-decision making
-conflict management |
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decision making
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-diversity
-increase acceptance of solution -increase legitimacy |
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conflict management
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-traditional view of conflict (all conflict is bad and must be avoided)
-human relations view of conflict (natural and inevitable outcome and can be positive) -interactionist view (some conflict is necessary to perform effectively) |
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functional conflicts
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constructive and support the goals of the group and improve performance
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dysfunctional conlficts
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prevent group from achieving its goals
-relationship |
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task conflict
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over content and goals of work
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relationship conflict
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interpersonal relationships
dysfunctional |
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process conflict
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how work gets done
to be productive it must be minimal |
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conflict management options
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avoiding
accommodating forcing compromising collaborating |
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what influences a groups effectiveness
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complexity and interdependence
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work groups
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share info, and make decisions to help each member do his or her job more efficiently and effectively
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work teams
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groups whose members work intensely on a specific, common goal, using their positive synergy, individual and mutual accountability,a nd complementary skills
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work teams
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problem solving
self-managed cross functional virtual (rarely given authority to implement anything) |
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problem solving team
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team from the same dept. or functional area that's involved in efforts to improve work activities or to solve specific problems
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self-managed work team
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work team that operates w/o manager a manager and is responsible for a complete work process or segment
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cross-functional team
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work team composed of individuals form various specialties
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virtual team
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type of work team uses technology to ling physically dispersed members in order to achieve a common goal
(more task oriented) |
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asch's findings
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social norms tend to be higher in collectivistic cultures than in individualistic
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social network structure
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patterns of informal connections among individuals within a group
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