Principles Of Groups Function And Their Relationship To Business Management

Front 1

The study of the relationship between how the body is designed to do work
and how the work is being done

Back 1

Ergonomics

Front 2

What government organization is responsible in improving ergonomic standards so that employees are educated and monitored more
effectively?

Back 2

The Occupational Safety and Health Administration (OSHA)

Front 3

What are the two major types of organizational groups?

Back 3

Formal and Informal Groups

Front 4

Groups serve as major functional units within organizations. The way these units function with in the organization is called?

Back 4

Group Dynamics

Front 5

These types of groups are formed with a labor-based organizational goal in
mind.

Back 5

Formal Groups

Front 6

These groups develop naturally through common interests, attraction, office desk proximity, etc.

Back 6

Informal Groups

Front 7

Who is responsible in maintaining focus on developing and maintaining harmony within a formal or informal group?

Back 7

The group maintenance specialist

Front 8

Who is responsible in performing specialized tasks for the benefit of a a formal or informal group?

Back 8

The task specialist

Front 9

What three individuals are responsible for the functions of Organizational groups?

Back 9

A leader, task specialist and a group maintenance specialist.

Front 10

Name the four major steps in Group formation:

Back 10

1. Forming
2. Storming
3. Norming
4. Performing

Front 11

In Group formation describe forming:

Back 11

Forming-This process involves discovering how much commitment
exists within group members, what expectations exist, and what
behaviors are acceptable. Ground rules for conduct are established
(formal groups only), along with the nature of interpersonal interaction.

Front 12

In this stage of an organizational group the ground rules for conduct are established
:

Back 12

Formal stage

Front 13

In Group formation describe Storming:

Back 13

Storming-The storming stage is categorized by questions about who
has influence and how that influence is exerted. Hostilities and conflict arise as people jockey for positions of power and status. Questions of influence, hostility, and conflict must be answered in this stage.

Front 14

Questions of influence, hostility, and conflict must be answered in this stage

Back 14

Storming stage

Front 15

In Group formation describe Norming

Back 15

Norming-Group members develop cohesion and understanding for their
shared goals. Agreed upon behavioral and performance norms begin to develop. Close relationships progress, and balance develops between interpersonal and task concerns.

Front 16

Close relationships progress, and balance develops
between interpersonal and task concerns

Back 16

Norming stage

Front 17

In Group formation describe Performing

Back 17

Performing-In the final stage, the group channels its energies into
performing the tasks at hand. Interpersonal growth can take place as new ways to behave and perform are explored. Changes in
environment or requirements may alter group norms and structure
(changes in leadership, task specialist roles, etc.).

Front 18

In this stage change in environment or requirements may alter group norms and structure (changes in leadership, task specialist roles, etc.).

Back 18

Performing stage

Front 19

These groups within an organization can be difficult to build successfully

Back 19

Work Groups

Front 20

These three criteria are used to judge a work group effectiveness

Back 20

1) Productive output-Can the work group meet or exceed quantity and quality goals set by the organization?

2) Satisfaction-Do group members feel satisfaction from the work group? As their
needs met by the work, and by group members?

3) Commitment-Does the work improve interpersonal relationships, or is the group close and committed to work together in the future? Does burnout occur due to
working together, or are group members glad to have participated once the work project is over?

Front 21

The key ingredients a manager needs to implement and ensure work groups satisfy the criteria for Productive, Satisfaction and Commitment used to judge work group effectiveness

Back 21

1) Effort-This is generated by a task that is designed to be motivating. If this task is designed to enrich work group participants, the effort level will be much greater among group members.

2) Skill and Knowledge-Diverse skill and expertise are paramount for this ingredient. Each member must be uniquely talented, yet have enough general expertise to
understand and communicate with other aspects of the group.

3) Task Performance Strategies- TPS hinge on the ability of the group leader set high performance standards. Another crucial function is for group members to evaluate its performance strategies and amend them accordingly to accomplish set goals.

Hint 21

4) Quality of Life-Organizations that adhere to the quality of life motivational method allow for flexible work schedules, increased personal freedom, and family-friendly opportunities to meet personal and organizational demands. Increased morale, increased motivation, stress reduction, and increased time
management are the desired results for the quality of life method.

5) Monetary Incentive-Sharing of company profits, holiday bonuses, commission, and goal-based compensation are all examples of monetary incentive. Goals of monetary incentives are reduced absenteeism, boosted productivity, cost saving process development, and quality idea-sharing. Monetary incentive motivation is typically short-lived.

6) Other incentives-Non-monetary incentive methods prove to be most effective. Time off of work, letters of recommendation, sincere praise, complimentary lunches and trips are all examples of other incentives. Most non-monetary
incentives fall into the categories, of recognition, increased responsibility, or company advancement.

Front 22

Leadership styles and models vary a considerable amount. What do the most common leadership models discussed in texts include?

Back 22

• Path-Goal Method-In basic terms, the path-goal method states that a leader will use whatever style will be most effective in a given situation to motivate an employee to reach a desired result. Therefore, the leader chooses a certain “path”
to help the employee reach the goal.

• Situational Leadership Method-SLM is based upon the premise that a leader will provide more instruction and more support to employees who have less knowledge and expertise, called low-maturity employees. The less an employee knows, the more they will be led…as the situation dictates.

• Contingency Method-A complex method, the contingency model asserts that
relational leaders (personable, high-energy) will succeed in leading low-level and high-level functions, and that a task-oriented leader will succeed in leading mid-level
functions. Due to the high level of anticipated leadership effectiveness, the leader is able to make successful adjustments (contingency moves) as needed.