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125 Cards in this Set
- Front
- Back
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group
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2 or more people with a unifying relationship
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team
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special form of group with a highly defined task and are dependent on each other to achieve a common objective
common in US orgnizations |
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team development
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forming -- storming -- norming -- performing
forming: understanding the boundaries of the team and getting a feel for what is expected of them storming: remain committed to ideas; triggers conflict that affects some relationships and harms the teams progress norming: realizing the team needs to work together to achieve goals performing: members are comfortable working in their roles; the team makes progress towards new goals |
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punctuated equilibrium
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at the first team meeting, members make assumptions and establish a pattern of behavior that lasts for the first half of its life
forming and pattern creation -- inertia -- MIDPOINT (punctuated equilibirum) -- process revision -- intertia |
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work team
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produces goods and services
long life cycle high member involvement |
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management team
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integrates activities of subunits across business functions
long life span moderate member involvement |
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parallel team
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provides recomendations and resolves issues
life span varies low member involvement |
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project team
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produces a one time output
short life-span member involvement varies |
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action team
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performs complex tasks have a short duration and take place under challenging or highly visible circumstances
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pooled task interdependence
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draw resources from a shared source
no coordination -- outcome is pooled |
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sequential task interdependence
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one unit produces something necessary for the next unit
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recipricol task interdependence
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output for one becomes input for others and vice versa
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comprehensive interdependence
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everyone involves is reciprically independent of one another
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outcome interdependence
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a high degree of outcome interdependence exist when member share in rewards that the team earns
ex: pay, bonuses, formal feedback, team survival, etc. |
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team compensation
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high outcome interdependence promotes higher cooperation
some team members may be discouraged if their inputs are high |
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hybrid outcome interdependence
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member receive rewards dependent on team performance and how well they perform individually
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member ability
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depends on the task
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additive tasks
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member contribute in proportion to ability
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disjunctive task
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if one person posesses resources, she can accomplish a task
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conjunctive task
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depends on the weakest member
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member personality
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what a makes a good performer:
- high concientousness - high agreeableness - moderate levels of extraversion |
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diversity and group performance
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b/c it suggests a bigger knowledge base it positively affects team performance
b/c we like to interact with similar people it can create communication problems and low team effectiveness |
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team composition and task performance
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heterogeneous teams work better on complex problems because of more sources of knowledge
homogeneous teams work better when fast decision making is required |
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surface level vs. deep level differences
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surface-level more important in early stages of group's tenor
deep-level more important when groups interact more often |
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size and team performance
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if task is hard and knowledge is extensive, more members are better b/c there are more knowledge sources an POVs -- mgt. and project teams
if it's a routine tasks, smaller groups have less communication and coordination problems -- production teams satisfaction is highest with 4-5 people |
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reward systems and teams
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affects team motivation
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trust and teams
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facilitates cooperation
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org. support and teams
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helps autonomy, resources, communication, etc.
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org. leadership and teams
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coaching is better than overriding decisions
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why team interdependence is important
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task interdependence is moderately correlated with team performance -- higher correlations with more complex activities
task interdependence is weakly correlated with team commitment -- stronger correlation in teams with more complex work |
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team stages
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team characerteristics -- team processes - team effectiveness
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team process gain
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getting more from the team than you would have thought according the capabilities of members
pooling resources, idea building, cooperation, support |
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team process loss
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getting less than you expected from a team based on member capabilities
coordination loss, process loss, social loafing, groupthink, conflict, conformatory pressure |
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creative behavior
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brainstorming: face to face meeting of members in which each offers as many ideas as they can
nominal group technique: same as brainstorming, but people write down ideas of their own |
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decision informity
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does the team have the right info?
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hierarchal sensitivity
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does the leader effectively weigh input of the members?
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boundary spanning
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ambassador activities: protect the team, persuade others to support it, and obtain necessary info.
task coordinator activities: coordinate tasks with people or groups scout activities: gathering info. on technology, mkt. place, competition, etc. |
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team processes
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interpersonal activities that facilitate accomplishment of the team's work
transition processes action processes interpersonal processes |
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action processes
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monitoring progress towards goals
coordination |
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interpersonal processes
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motivating and conflict management
task conflict relationship conflict vs. task conflict feelings and thoughts that occur from the group working together cohesion, potency, mental models, transactive memory |
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cohesion
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when team members develop strong emotional bonds to each other and to the team itself
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groupthink!
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when members try to maintain harmony by striving towards consensus on issues without ever offering, seeking, or seriously considering alternate viewpoints and perspectives
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potency
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degree to which team believes that members can be effective across tasks
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mental modes
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level of common understanding among team members
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transactive memory
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how knowledge is distributed among members
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why are teamwork processes important?
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teamwork processes are moderately correlated with performance; stronger in more complex work
team processes are strongly correlated with comittment; stronger with more complex knowledge |
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leadership
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use of power and influence to direct the activities towards goal achievement; leaders can impact followers interpretation of events, organization of activities, relationships with other followers, access to resources and support
all possess power |
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power
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ability to influence the conduct of others and resist unwanted influence in return
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influence
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the use of actual behavior that can cause behavioral or attitudinal changes in others
can be directional is all relative |
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contingencies of power
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sustainability
discretion centrality visibilty |
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influence tactics
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most effective: rational persuasion, consultation, inspirational appeals, collaboration
moderately effective: ingratiation, exchange, personal appeals, appraising least effective: pressure, coaliations |
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enagagement
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target agrees with and becomes comittmed to the influence request
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compliance
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target is willing to do what the leader asks, but with ambivalence
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resistance
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target refuses to perform request
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why are power and influence imporant
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moderate correlated to job performance; b/c it can foster engagement and compliance; can increase citizenship ad couterproductive behavior
moderately correlated to organizational committment; personal forms of power such as refferent and expert, can increase affective comittment; certain forms can also decrease commitment |
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traits of leaders
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linked to emergence: high concientiousness, low agreeableness
linked to emergence and effectiveness: high openness to exp., high extraversion, high g, high energy, high stress tolerance, high confidence |
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day to day behaviors
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consideration
initiating structure |
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consideration
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mutual trust, respect, consideration of employee's feelings
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initiating structure
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defining and structuring roles of employees for goal attainment
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life cycle model
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leader effectiveness is maximized when leader behaviors match follower maturity
telling and selling are more effective for low maturity levels research suggests that leader behaviors matter less at high maturity levels, leaders do not need to worry about having a certain combo. of behaviors |
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transformational leadership
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pattern of behaviors that inspires followers to commit to a shared vision that that provides meaning to their work and and sets the leader up as a role model who helps followers meet their potential
often contrasted to transactional and laizes faire most effective and active for leaders idealized influence: leader instills pride in followers for following him -- charisma inspirational motivation: leader gives compelling vision of the future intellectual stimulation: the leader has people look at issues from different angles individualized consideration: coaching |
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how important is transformational leadership?
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moderate correlation to job performance; causes workers to have higher task performance; more likely to engage in citizenship behavior
strongly correlated to org. commitment: strong positive effect on comittment; these employees tend to have higher affective commitment; higher levels of continuance commitment; no affect on continuance |
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leadership styles
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highest to lowest control on part of follower:
delagative, facilitatie, consultative, autocratic |
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time-driven model
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scientific support: in one study model results in effective decisions 68% of time vs, 22% of the time w/out it
leaders instincts usually go against the moel; they usually favor more consultative and use less facilitative and autocratic |
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wisdom of the crowds - book
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people in crowds make decisions better than in their own in some cirumstances - even it the group is not well formed or rational
groups must be diverse, made of independent thinkers, and there must be decentraliation |
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virtual teams
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members are geographically dispersed and meetings occur through electronic communication
cont. progress w/out the group having to work 24/7 |
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role
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defined as behavior that should displaced in a given context
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leader-staff teams
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leader makes decision for the team and provides direction and control over members
level of control is distinct |
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team task roles
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behaviors that directly facilitate accomplishment of tasks
ex: coordinator, orienter, energizer, devil's advocate |
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team building roles
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roles that influence social climate
ex: encourager, harmonizer, follower std. setter, getekeper |
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individualistic roles
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behaviors that benefit member at the expense of the team
ex: agressor, slacker, dominator, recognition seeker |
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member personality
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there is a strong negative effect on team for having even one member how is low on concientousness
high agreeableness is good for teams - h/o members may be less likely to speak up when there is a problem it is good to have extraverted members but not too many since they may all try to show their dominance |
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value in diversity problem solving approach
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diversity is good in teams b/c it provides a larger pool of knowledge
good for teams with complex or creative activities |
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similarity-attraction approach
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people tend to be more attracted to people who are like them
diversity can create communication problems and poor team effectiveness |
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team viability
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that the team may be able to work together again in the future
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Ocean's 11 - OB on screen
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team has recipricol task interdependence b/c members act on behalf of themselves during the heists
conjuntive tasks - one mistake and the entire team fails team has high outcome interdependence |
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coordination loss
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coordinating activities among teammates take time; energy is lost coordinating work, and that energy probably could have been put towards a task activity
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production blocking
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members must wait on eachother before they can do their part of the teask
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motivational loss
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fosters process loss
members do not work as hard as they good hard to gauge how hard each member works |
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300 - OB on screen
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process gain - spartans acheived more than expected based on the size of their army
alludes to fragility - a single mistake could result in the destruction of the whole army |
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5 dysfunctions of a team - OB at the bookstore
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teams face a small number of pitfalls but if they refuse to face them it can be lethal
5 dysfunctions: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results no research has been done to prove if this is right |
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boundary spanning
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activities involving those outside of the group
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transition processes
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focus on prep. or future work
mission analysis strategy formulation goal speculation |
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action processes
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monitoring progress towards goals
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team states
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types of feelings or thoughts in the minds of the team members as consequence of their working together
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mental models
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level of shared understanding among group members with regard to importance of tasks
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transactive memory
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how spec. knowledge is distributed among the group members
members understand their specialties ad focus on them if on member leaves, you lost an important node |
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transportable teamwork competencies
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trainees can take what they learn about teamwork from one team context and apply it to another
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cross training
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personal clarification: learning about other member's roles
positional modeling: members observing how each other performs their roles positional rotation: gives members actual experience carrying out responsibilities of teammates |
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team process training
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facilitates the team in being able to function and perform more effectively as a unit
- action learning: being given a relative problem and trying to figure out how to solve it |
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team building
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faciliates development of processes related to goal setting, interpersonal realtions, prob. solving, and clarificatoin
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org power:
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legitimate
coercive reward |
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personal
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expert
refferent |
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OB on screen - The Queen
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reactions people have to diff. forms of power
queen perceives herself to have legitmate power (but not really) she must deal with the fact that responses to legitmate power are not the same as responses to personal power Diana has a high level of refferent power |
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contingency powers
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affect the strength that people have in influencing others
substituability: degree to which people can get resources from a diff. leader discretion: degree to which members can make decisions on their own centrality: how important a person's job is and how many people depend on that person to accomplish their tasks visibilty: how are people are of the leader's power |
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rational persuasion
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use of logical arguments and facts to suggest that the target do something
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inspirational appeal
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supposed to affect the follower's ideals, creating an emotional reaction
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consutation
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target is allowed to help decide how to carry out a request
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collaboration
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making it easier for the target to complete the task, possibly by helping
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coalations
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influencer tries to get other people to help communicate with the target
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apprising
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leader explains how doing the action would benefit the target
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personal appeals
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leader requests something of the target based on personal relationship or layalty
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org. politics
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actions be people that are directed towards furthering their self-interests
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political skill
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ability to effectively understand others at work and use that knowledge to help enhance personal or org. objectives
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48 laws of power - OB at the bookstore
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people should reject good and evil, and focus strictly on the "good" that involves getting ahead
power is gained by always having your best iterests at heart understanding weaknesses of others is a key to gaining power |
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competing
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high assertiveness, low cooperation
occurs when one party wants to meet goals without concern of other parties results win-lose situation wont win many friends |
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avoiding
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low assertiveness, low cooperation
occurs when on party wants to remain neutral never really resolves conflict |
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accomadating
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low assertiveness, high cooperation
when on part gives into the other and acts completely unselfishly lose-win |
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collaboration
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high assertiveness, high cooperation
both parties come together to max. outcomes win-win most effective |
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compromise
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mod. assertiveness, mod. cooperation
conflict is resolves through give-and-take most common form gen. results in good leader evaluations |
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negotiation
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2+ parties discuss and attempt to come to an agreement about their preferences
often take place w/in company dealing with outsiders |
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distributive bargaining
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win-lose negotiation
"fixed pie" when on person gains, another loses |
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integrative bargaining
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aimed at accomplishing win-win
acheiving an outcome desirable for both parties |
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leader-member exchange theory
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describes how leader-member relationships develop over time on a dyadic basis and explains why those differences exist
role taking: manager describes roles of the employee and employee is expected to fill them eventually supplemented by role making: employee's own expectations get mixed in with those of the leader can result in HQ exchange - in group or LQ exchange - outgroup |
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leader effectiveness
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how well leaders action's results in the acheivement of goals
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autocratic style
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leader makes decisions alone without asking for input
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consultative style
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leader presents problem to group and asks for opinions but ultimately makes the decsion on his own
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facilitative style
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leader presents problem; everyone's decision counts, but the leader's counts more
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delgative
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everyone has an effect on the decision
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time-driven model
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leaders should focus less on total style and more on the style in the situation
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13 days - OB on screen
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kennedy's generals do not trust him results in low liklihood of commitment
he used the time driven model maintained his own authority |
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passive mgmt by exception
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leader waits around for mistakes and errors ad then takes action
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active mgmt. by exception
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leader arranges to monitor mistakes and errors actively and takes action when required
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substitutes for leadership model
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certain characteristsics of the situation can constrain influence of the leader making it harder for the leader to influence performance
substitues reduce the importance of the leader while providing a direct benefit to employee performance neutralizers: reduce the importance of the leader but have no impact on performance - ex distance |
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OB at the bookstore - leadership challenge
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5 practices of good leadership
1. model the way 2. inspire a shared mental vision 3. challenge the process 4. enable others to act 5. encourage the heart common w/ trans. leadership |
