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26 Cards in this Set
- Front
- Back
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Group
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Two or more freely interacting people with shared norms and goals and a common identity
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Formal group
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Formed by the organization
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Informal group
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Formed by friends
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Tuckman's Five-Stage Theory of Group Development
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Forming, storming, norming, performing, adjourning
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Forming
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Group members tend to be uncertain and anxious about their roles, the people in charge and the group’s goals
Mutual trust is low |
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Storming
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Time of testing
Individuals try to determine how they fit into the power structure Procrastination may occur |
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Norming
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Questions about authority and power are resolved through unemotional, matter-of-fact group discussion
Group cohesiveness: a “we feeling” binding group members together |
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Performing
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Actively focused on solving task problems
Climate of open communication, strong cooperation, and lots of helping behavior |
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Adjourning
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Work is done
Time to move on to other things |
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Roles
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Expected behaviors for a give position
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Task roles
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Task-oriented group behavior
Keep the group on track |
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Maintenance roles
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Relationship-building group behavior
Keep the group together |
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Task and Maintenance Roles
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Norms
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Shared attitudes, opinions, feelings, or actions that guide social behavior
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Ostracism
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Rejection by other group members
If you get ostracized by your team, I’ll have to do something about it |
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How Norms are Developed
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1. Explicit statements by supervisors or co-workers
2. Critical events in the group’s history 3. Primacy 4. Carryover behaviors from past situations |
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Why norms are enforced
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Help the group or organization survive
Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the group’s or organization’s central values and/or unique identity |
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Team
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Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach
Task groups that have matured to the performing stage |
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A group becomes a team when...
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1. Leadership becomes a shared activity
2. Accountability shifts from strictly individual to both individual and collective 3. The group develops its own purpose or mission 4. Problem solving becomes a way of life, not a part-time activity |
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Trust
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Reciprocal faith in other’ intentions and behavior
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How to Build Trust
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Communication
Support Respect Fairness Predictability Competence |
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Self-managed team
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Groups of employees granted administrative oversight for their work
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Cross-functionalism (self-managed teams)
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Team made up of technical specialists from different areas
An extremely common form of teaming used today |
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Virtual team
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Allows group members in different locations using information technology to conduct business
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Groupthink
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Janis' term of coheisve in-group's unwillingness to realistically view alternatives
Syptoms of Groupthink: Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards |
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Social Loafing
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Decrease in individual effort as group size increases
Reasons for: Equity of effort Loss of personal accountability Motivational loss due to sharing of rewards Coordination loss as more people perform the task |
