Mgmt 371 Chapter 18

Front 1

team

Back 1

unit of two or more people who interact and coordinate their work to accomplish a specific goal

Front 2

Formal Teams

Back 2

created as part of the formal organization structure
-Vertical Team= is composed of a manager and subordinates in the formal chain of command
-Horizontal Team= is composed of employees from the same hierachical level but from different areas of expertise.
-Special-Purpose Team= created to undertake a project

Front 3

committee

Back 3

a long-lasting somtimes permanent team in the organization structure created to dea with tasks that recur regularly

Front 4

problem-solving teams

Back 4

typically 5-12 hourly employees fromt he same department who meet to discuss ways of improving quality, efficiency, and the work environment

Front 5

self-directed team

Back 5

designed to increase the participation of lower-level workers in decision making and the conduct of their jobs, with the goal of improving performance.

Front 6

virtual team

Back 6

consists of geographically or organizationally dispersed members linked via technology

Front 7

global teams

Back 7

cross-border teams made up of members from different nationalities

Front 8

free rider

Back 8

benefits from team membership but does not contribute

Front 9

task specialist role

Back 9

spend time and energy helping the team reach its goal

-initate ideas
-give opinion
-seek information
-summarize
-energize

Front 10

socio-emotional role

Back 10

support team members' emotional needs

-encourage
-harmonize
-reduce tension
-follow
-compromise

Front 11

dual roles

Back 11

a role in which the individual both contributes to the team's task and supports members' emotional needs

Front 12

nonparticular role

Back 12

a role in which the individual contributes little to either the task or the members' socioemotional needs

Front 13

5 stage of Team development

Back 13

Forming - orientation and acquantance

Storming- individual personalities and roles, and resulting conflicts emerge

Norming- conflicts developed during storming stage are resolved and team harmony and unity emerge

Performing- members focus on problem solving and accomplishing the team's assigned task

Adjourning- members prepare for the team's disbandment

Front 14

team cohesiveness

Back 14

extent to which team members are attracted to the team and motivated to remain in it.

Team Structure
-Team interaction (more time together, more cohesive)
-Shared goals (members agree on goals they will be cohesive)
-Personal attraction to the team (similar attitudes and values enjoy being together)

Team Context
-Moderate competition with other teams (cohesiveness increases while striving to win)
-Team success & favorable evaluation of team by outsiders

Front 15

team norms

Back 15

a standard of conduct that is shared by team members and guides their behavior

-Critical events in teams history
-Primacy: first behavior precedents
-Explicit statements from leaders of members
-Carryover from other experiences

Front 16

consequences of team cohesiveness

Back 16

Morale
Productivity

Front 17

conflict

Back 17

antagonistic interaction in which one party attempts to blick the intentions or goals of another.

Front 18

groupthink

Back 18

tendency for people to be so committed to a cohesive team they they are reluctant to express contrary opinions

Front 19

causes of conflict

Back 19

scarce resources
communication breakdown
personality clashes
goal differences

Front 20

Abilene Paradox

Back 20

(Jim Harvey) tendency to go along with others for the sake of avoiding conflict

Front 21

Styles to handle conflict

Back 21

Competing style (assertive, uncooperative)

Collaborating (assertive, cooperative)

Avoiding (unassertive, uncooperative)

Accomodating (unassertive, cooperative)

Compromising (somewhat assertive, somewhat cooperative)

Front 22

superordinate goal

Back 22

a goal that cannot be reached by a single party

Front 23

mediation

Back 23

the process of using a third party to settle a dispute

Front 24

integrative negotiation

Back 24

a collaborative approach to negotiation that is based on win-win assumption, whereby the parties want to come up with a creative solution that benefits both sides of the conflict

Front 25

distributive negotiation

Back 25

a competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other.

Front 26

Rules for reaching win-win solution

Back 26

-seperate the people from the problem
-focus on interests, not demands
-generate many alternaties for mutual gain
-insist that results be based on objective standards

Front 27

negotiation

Back 27

a conflict management strategy whereby people engage in give-and-take discussions and consider various alternatives to reach a joint decision that is acceptable by both parties

Front 28

bargaining zone

Back 28

the range between one party's minimum reservation point and the other partiy's maximum reservation point

Front 29

BATNA

Back 29

Best alternative to a negotiated agreement

Front 30

social faciitation

Back 30

the tendency for the presence of others to influence an individual's motivation and performance

Front 31

SPITS

Back 31

select a problem and implement a tailored solution