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35 Cards in this Set
- Front
- Back
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Group: |
two or more freely interacting individuals who 1) share norms, 2) share goals, and 3) have a common identity |
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Team: |
small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. |
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Teamwork causes: |
- increased productivity - increased speed - reduced costs - improved quality - reduced destructive internal competition - improved workplace cohesiveness |
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Formal Groups: |
created to accomplish specific goals; a group assigned by organizations or its managers to accomplish specific goals |
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Informal Groups: |
created for friendship; formed by people whose overriding purpose is getting together for friendship or a common interest |
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Types of Teams: |
- Continuous Improvement team - Cross-functional team - Problem-solving team - Self-managed team - Top-management team - Virtual team - Work team |
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Continuous Improvement Team: |
volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems; formerly called quality circle |
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Cross-functional Team: |
Members composed of people from different departments, such as sales and production, pursuing a common objective |
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Problem-solving Team: |
Knowledgeable workers who meet as a temporary team to solve a specific problem and then disband |
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Self-managed team: |
workers are trained to do all or most of the jobs in a work unit, have no direct supervisor, and do their own day-to-day supervision |
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Top-management Team: |
Members consist of the CEO, president, and top department heads and work to help the organization achieve its mission and goals |
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Virtual Team: |
members interact by computer network to collaborate on projects |
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Work Team: |
Members engage in collective work requiring coordinated effort; purpose of team is advice, production, project, or action |
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Advice Teams: |
created to broaden the information based for managerial decisions |
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Production Teams: |
responsible for performing day-to-day operations |
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Project Teams: |
work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team, which is staffed w/ specialists pursuing a common objective |
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Action Teams: |
work to accomplish tasks that require people w/ 1) specialized training and 2) a high degree of coordination. Peak performance on demand (SWAT, Pilots,etc) |
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5 Stages of Group & Team Development: |
1. Forming - Getting oriented & acquainted 2. Storming - individual personalities & roles emerge 3. Norming - conflicts resolved, relationships develop, unity emerges 4. Performing - solving problems & completing the assigned task 5. Adjourning - Preparing for disbandment |
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When building a group into an effective team: |
1. cooperation 2. trust 3. cohesiveness 4. performance goals & feedback 5. motivation thru mutual accountability 6. size (5-12 is workable; 5-6 is optimal) 7. roles (task or maintenance) 8. norms 9. awareness of groupthink |
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task role vs maintenance role: |
- Task role - consists of behavior that concentrates on getting the team's tasks done - Maintenance role - consists of behavior that fosters constructive relationships among team members |
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norms - |
unwritten rules for members to follow |
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cooperation - |
when their efforts are systematically integrated to achieve a collective objective |
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Small Team characteristics |
- 2-9 members - better interaction - better morale - fewer resources - possibly less innovation - unfair work distribution |
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Large Team characteristics |
- 10-16 members - more resources - division of labor (work divided into particular tasks for diff people) - less interaction - lower morale - social loafing (the tendency of people to exert less effort when working in groups than when working alone) |
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Conflict - |
process in which one party perceives that its interest are being opposed or negatively affected by another party - two types: Dysfunctional or Functional - *** don't want too little (indolence) or too much (warfare) |
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Dysfunctional Conflict |
bad for organizations; conflict that hinders the org's performance or threatens its interests |
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Functional Conflict |
good for organizations; benefits the main purpose of the org and serves its interests; aka cooperative conflict |
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personality conflict: |
interpersonal opposition based on personal dislike or disagreement: - personality clashes (when individual diffs can't be resolved) - competition for scarce resources (2 parties need the same things) - time pressure (believe there aren't enough hours to do the work) - communication failures (people misperceive & misunderstand) |
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Intergroup Conflict: |
- inconsistent w/ goals or reward systems (people pursue diff objectives - ambiguous jurisdictions (when job boundaries are unclear) - status differences (when there are inconsistencies in power and influence) |
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Multicultural Conflict: |
- be a good listener - be sensitive to other's needs - be cooperative |
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Constructive Conflict: |
- Programmed conflict - Devil's Advocacy - The dialectic method - Abilene paradox |
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programmed conflict - |
designed to elicit diff opinions w/out inciting people's personal feelings |
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devil's advocacy - |
role playing criticism to test whether a proposal is workable; assigning someone to play the role of critic |
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the dialectic method - |
role-playing 2 opposing sides of a proposal to test whether it is workable; debate to better understand it |
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abilene paradox- |
the tendency to go along w/ others for the sake of avoiding conflict |
