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94 Cards in this Set
- Front
- Back
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Introduction to teams (class)
4 main differences between teams and groups Team goals are.. |
1. clear/ specific
2. well-defined responsibilities 3. rules and expectations are clear 4. Coordination is somewhat clear for teams |
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Introduction teams (class)
5 reasons why we SHOULD work in teams |
1. Information
2. Stimulation of creativity 3. Remembering what you discuss 4. More likely to be satisfied with decisions 5. Better understanding of self |
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Introduction to teams (class)
5 reasons why we SHOULDN'T work in teams |
1. Social Loafing
2. Limiting time 3. Expert has the answer 4. Unmanageable conflict 5. Can water down ideas |
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TEAM EFFECTIVENESS (class+sundstorm,1999)
Basic understanding of Hawthorne Studies in what year? |
Measure small variables that make teams effective.
1928? |
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TEAM EFFECTIVENESS
3 Essential components of work teams. Primary |
-Interdependence
1. Role 2. Goal 3. Outcome |
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TEAM EFFECTIVENESS Secondary essential components of work teams...
5 things... |
1. Common goal
2. same manager 3. Shared workplace 4. Small size 5. Members see selves as team stable membership |
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TEAM EFFECTIVENESS
6 Ways an organization can support teams. |
1.Training
2. Staffing 3. Reward system 4. Facilities 5. Information system 6. Communication Technologies |
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TEAM EFFECTIVENESS
5 kinds of work teams name them |
Management
Service Production Action and performing teams Project/parallel |
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TEAM EFFECTIVENESS
Name this work team perform specialized activities in time limited. More specifically those that perform against an adversary |
Action Teams
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TEAM EFFECTIVENESS
Name this work team interact with customers most of the time. Communications kills have to be particular |
Service Teams
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TEAM EFFECTIVENESS
Name this work team... Team that works together once: EX: on set of a movie |
Project Team
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TEAM EFFECTIVENESS
Name this work team... Brought together to recommend an idea (not always in the company) |
Advice Teams
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TEAM EFFECTIVENESS
Name this work team... Makes decisions. They don't do what the company does most of the time |
Management
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TEAM EFFECTIVENESS
Name this work team... Another company that works together with another company |
Parallel work team
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TEAM EFFECTIVENESS
Name this work team... Make things... What does this specific team risk and why? |
Production.
Burnout. Because of old age, or someone doing the same things over and over. Mentally and physically draining. |
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TEAM EFFECTIVENESS
Name this work team... Teams that run things... |
Management
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TEAM EFFECTIVENESS
Name this work team... What is the downfall of advice teams? |
They can tell someone what to do but that other person doesn't have to enforce it or use their advice. It is also difficult telling someone constructive criticism in the right kind of way.
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TEAM EFFECTIVENESS
Name the 5 types of work teams and define them. You should know this my friend... |
Management
Service teams Production teams Action and performing teams Project/parallel |
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DISCIPLINE OF TEAMS (class+Katzenbach & Smith)
3 team types Correspondence to 5 kinds of work teams and their main issues... |
? ASK TEACHER about this one.
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DISCIPLINE OF TEAMS
4 ways in which goal setting affects peformance |
1. direct attention and effort towards goal-relevent activities and away from goal-irrelevant activities.
2. Goals have an energizing function, both physically and mentally. 3. Affect persistence 4. Affect action indirectly by leading to arousal, discovery, and use of strategies, both old and new. |
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DISCIPLINE OF TEAMS
"what effective teams do with broad directives" Teams should transform broad directives into ________ ___ _____ |
Specific end goals
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DISCIPLINE OF TEAMS
"what effective teams do with broad directives" How would you make this statement a more specific goal? "communicate well with our clients." |
"Respond emails within 48 hours to all clients."
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DISCIPLINE OF TEAMS
"what effective teams do with broad directives" Should proximal goals override the distal goal? Explain... |
No never.Responding to emails within 48 hours is good but if you don't do it in a professional proper manner then it defeats the purpose all together.
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DISCIPLINE OF Teams
3 Important skills and skill potential. (all good when applying for a job) |
1. Technical or functional expertise
2. Problem-solving/decision-making skills 3. Interpersonal skills |
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TEAM THEORIES (class)
Why we value theory? |
They describe REPEATED patterns.
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TEAM THEORIES
4 part definition of good theory |
Testable and falsifiable
Is it (feesable) Clear and Precise (they can't be ambiguous) A good theory is Fruitful (useful in some way) Broad (except for middle-range theories) |
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TEAM THEORIES
5 main team theories name this one -Groups are dynamic, complex, goal-oriented systems -They are flexible as a result of a multitude of variables -Goals can be achieved in many different ways- -There are uncertainties associated with different variables (entropy) -There are input, process, and output variables. -Groups can be synergistic |
Systems theory
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TEAM THEORIES
5 main team theories name this one 1.Based on a system of rewards and costs 2.as long as rewards exceeds costs, a relationship remains attractive 3.Applies to interpersonal and group relationships 4.Applies to consumer decisions,personal action, ect.. |
Social exchange Theory
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TEAM THEORIES
5 main team theories name this one 1. Identity forms in groups through shared fantasies (think of inside jokes, layered meanings) 2. Differentiation between what actually happens and what our memories are of a particular situation 3. Groups, like individuals have personalities based on experiences and stories. |
Symbolic Convergence theory
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TEAM THEORIES
5 main team theories name this one 1. Action can change the structure itself 2. Structures shape our actions, and our actions shape our structures in an iterative cycle 3. Rules and resources (structure) will guide our behaviors (actions) 4. Our behaviors (actions) may necessitate a change in our rules and resources (structure) 5. When we join a new group, we use the rules we learned in previous groups to share our interactions |
Structuration Theory
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TEAM THEORIES
5 main team theories name this one 1. Members attempt to satisfy task requirement 2. Members use communication to overcome constraints 3. Members take time to review their processes |
Functional Theory
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TEAM THEORIES
name the 5 main team theories and describe each one... GO |
Systems Theory
Social Exchange Theory Symbolic Convergence Theory Structuration Theory Functional Theory |
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TEAM THEORIES
4 uses of theory and multi-use theories Name them |
Explanatory
predictive Descriptive Prescriptive Multi use theories |
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TEAM THEORIES
which use of a theory is this? "the universe expanded from an extremely dense, hot state and continues to expand theory." what is this called? |
Explanatory
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"People should use a medium with a richness that is appropriate for their message."
What is this called? |
Prescriptive
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TEAM THEORIES
Which of the 4 uses of theory is this? "Distance usually requires some sort of effort, so people tend to interact with those close to them." What is this called? |
Descriptive
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TEAM THEORIES
Which of the 4 uses of theory is this? "an online relationship will take more meetings to develop as well as a face-to-face relationship." What is this called? |
Predictive
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TEAM THEORIES
Uses of theory Some theories can have more than one use. EX: explanatory AND predictive. |
Multi-use Theories
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TEAM THEORIES
Uses of Thories Say the 4 uses of theory and give an example and describe each. Also give an example of Multi-use Theories |
WOOOOOO
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Name three other theories that relate to teams GO
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Social Identity Theory
Persuasive arguments theory Uncertainty Reduction Theory |
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TEAM THEORIES
3 other theories... Describe Social Identity Theory word fo word |
is the portion of an individual's self-concept derived from perceived membership in a relevant social group.
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TEAM THEORIES
3 other theories... Describe Hostile Media Phenomenon |
refers to the finding that people with strong biases toward an issue (partisans) perceive media coverage as biased against their opinions, regardless of the reality.
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TEAM THEORIES
3 other theories... Describe Uncertainty Reduction Theory |
ndividuals seek to reduce uncertainty between each other during initial interactions, based on self-disclosure.
The scope of the theory is narrowed down to rest on the premise that strangers, upon meeting, go through certain steps and checkpoints in order to reduce uncertainty about each other and form an idea of whether one likes or dislikes the other. |
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POWER/STORIES
Difference between power vs status |
Social status is the PRESTIGE given to a person. Status often has to do with the amount of respect or reverence ascribed to an individual.
Power, on the other hand, reflects actual control. Power and status affect one another. EX: QUeen of England doesn't have as much power as she does status. |
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POWER/STORIES
5 power bases Name them |
Legitimate power
Referent power Expert Power Reward Power Coercive Power |
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Describe Legitimate power
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ability to influence based on occupying a position of responsibility
Strong correlated with status |
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Describe Referent power
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Ability to influence based on interpersonal attraction
Strongly correlated with how much a person is liked. (getting people to like you) |
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Describe Expert Power
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Ability to influence based on knowledge and skills
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Describe Reward Power
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Ability to influence based on satisfying desires
Ex: of his daughter and his dog (giving her treats for using toilet) |
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Describe Coercive Power
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Ability to influence based on punishments
Considered less effective then reward |
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True or false
Communication creates organization ? |
True
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Power/Stories
can stories be used as means of power? |
Absolutely
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Multiple ways in which narratives affect power?
How are they used? How can they give the speaker control? |
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Ask teacher |
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shorthand methods
1. "dont reinvent the wheel" 2." View from 30,000 feet." (using the slogan as your defense) 3. "the HP Way" use of these devices can control what three things? |
1. Metaphors
2. Jargon 3. Slogans Thinking, discussion, and action. |
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NETWORKS
Definition of Networks |
A structure made up of a series of nodes and connections based on a variety of interdependencies.
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Formal Networks Vs Informal Networks
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Formal Networks
-made up of hierarchies, organizational charts and official titles Informal Networks -Demonstrate hidden connections. Can help cut through formal reporting procedures and show paths of influence. Useful in crisis. |
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NETWORKS
3 types of informal networks |
1. Communication Networks
2. Advice Network 3. Trust Network |
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Name this informal network type
Displays who communicates with who. Quality of connections is considered more valuable than amount of connections. |
Communication Networks
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NETWORKS
Name this informal network type Identifies support connections and spread of political information. Based on personal relationships. |
Trust Network
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Name this informal network type.
Generally identifies the most knowledgable people in the business setting. |
Advice Network
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Name the 3 types of informal networks and describe each one.
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1. Communication Networks
2. Advice Network 3. Trust Network |
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NETWORKS
strong vs weak ties |
Strong ties is when A knows B really know.
Weak ties is when C knows A well so therefore C and B are weak ties |
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NETWORKS
types of network centrality Nodes can have different cetralities: name the 4 |
1. Degree
2. Betweenness 3. Closeness 4. Eigenvector |
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NETWORKS
one-way vs two way Example of a one way |
OBAMA
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NETWORKS
Weak ties hypothesis... know one support |
Get from teacher
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NETWORKS
Strength and weak ties- Know two supports |
Get from teacher
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NETWORKS
strong vs weak ties |
Strong ties is when A knows B really know.
Weak ties is when C knows A well so therefore C and B are weak ties |
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NETWORKS
types of network centrality Nodes can have different cetralities: name the 4 |
1. Degree
2. Betweenness 3. Closeness 4. Eigenvector |
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NETWORKS
one-way vs two way Example of a one way |
OBAMA
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NETWORKS
Weak ties hypothesis... know one support |
Get from teacher
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NETWORKS
Strength and weak ties- Know two supports |
Get from teacher
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NETWORKS
types of network centrality know 2. |
1. Degree - Number of connections divided by number of nodes - 1
2. Closeness- On average how many connections does it take to get you to another node. |
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DIVERSITY
(Lecture+presentations) Definition of diversity |
The measure of differences between individuals on any attribute that may lead to the perception of difference
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DIVERSITY
Information/Decision Making Model is this one good or bad? What does it mean? |
This one is GOOD!
We want a variety of KSAVs Reconciling viewpoints leads to more thorough processes. |
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DIVERSITY
Social Categorization Model This one good or bad? What does it mean? |
This one is bad!
We use characteristics to find differences and then make ourselves aware of in- and out- groups. Creates an us vs them mentality. Homogenous groups have higher commitment. |
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DIVERSITY
Which model focuses on task aspects and which model focuses on social aspects? |
Task Aspects-Information.Decision Making (I/DM) Model
Social Aspects- Social Categorization (SC) |
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DIVERSITY
Categorization Elaboration Model talk about it... |
Diversity is a double-edged sword that affects, and is affected by, a number of variables.
DIVERSITY IS EFFECTIVE BY CERTAIN VARIABLES AND EFFECTS CERTAIN VARIABLES. |
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LEADERSHIP
Authoritative Leadership |
-Provided clear expectations for what needs to be done, when it should be done, and ow it should be done.
There is a clear division between the leader and those who follow. -Made decisions with little or no input from group. |
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LEADERSHIP
What are some pros and cons to authoritative leadership. Also whats some good uses for it? |
Pros
Gets the point across quickly useful in big groups useful when there are time constraints cons decision making is less creative -employee expertise is ignored. Leads to lack of respect -One mistake by the leader can cause huge problems -Employees don't like jobs- high turnover rate. 1. military 2. Prision 2. Instances where new employees are inexperienced |
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LEADERSHIP
Democratic Leadership |
Employees are more committed to achieve goals for their leader because they feel that their opinion counts in a team oriented environment.
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LEADERSHIP
Pros and cons to Democratic Leadership |
Pros
Employees are more committed to the desired outcome Collaborative environment results in thorough solutions to problems Cons Not effective with inexperienced workforce Collaborative effort takes time BEST uses: Innovative companies:Google, Microsoft, Facebook. |
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Laissez Faire Leadership
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Leader provide the least possible guidance
Leader achieves control through less obvious means Believes that people excel and respond in own ways. "hands-off" approach, determine their own goals, accomplishments, and timelines As little intervention as possible. |
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LEADERSHIP
Laissez Faire Leadership pros and cons |
Pros:
Encourages pride Does not constrict Promotes responsibility Develops trust Room for innovation Informal leaders/empowers staff Cons -Insecurities/unattended -Manager not meeting responsibilities -Must be responsible Best uses: ideal for companies where creativity and innovation are necessary to develop the product, such as an advertising firm. |
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LEADERSHIP
Motivation Transactional vs Transformational connecting to a higher purpose or sense of identity. which one is this? |
Transformational
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LEADERSHIP
Motivation Transactional vs Transformational Connecting to a higher purpose or sense of identity. which one is this? |
Transformational
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LEADERSHIP
3 part definition of Effectiveness |
Productive output meets standards
social processes work for teams in the long-term experience leads to personal well-being |
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LEADERSHIP
3 types of coaching and when they are most effective |
Motivational coaching - Beginning of a task
Consultative coaching- Midpoint Educational Coaching- End |
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TECHNOLOGY
Diffusion of Innovations define it... name them all |
An attempt to explain how new ideas move through various communication channels to the broader population.
Important elements; -innovation -time -Channels -Social networks 1. Innovators 2. Early Adopters 3. Early Majority 4. Late Majority 5. Laggards |
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TECHNOLOGY
Finns 5 dimensions... |
1. Time
Asynchronous Synchronous 2. Space Co-located Dispered 3. Capacity Text Audio Video 4. Interactivity Technologies ability to support 2-way exchange 5. Control Ability to control content in messages Ex. Email vs Video Chat |
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TECHNOLOGY
6 Rules for virtual teams |
Rule 1: Get start right away
-Often there delays between messages Rule 2: Communicate Frequently -Builds Trust Rule 3: Multitask getting organized and doing substantive work simultaneously -If approached linearly and sequentially, organizing activities may consume too much time that there is insufficient opportunity for substantive exchange. Rule 4: Overtly acknowledge that you have read one anthers messages -Time, channels, and member distribution make it difficult for virtual team members to know if they are experiencing common knowledge Rule 5: Be explicit about what you are thinking and doing -Articulation of feedback messages -Easy to misinterpret messages and can lead to conflict and misdirection about task allocations or decision Rule 6: Set deadlines and stick to them. |
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DECISION MAKING
2 models of predicting decision making |
Group valence model (GVM)
Distributed valence model (DVM) |
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DECISION MAKING
Group valence model (GVM) VS Distributed valence model (DVM) |
Group valence model (GVM)-
A number of valenced statements is a better indicator of a group's decision. Distributed valence model (DVM)- A number of valences members is a better indicator of a group's decision. |
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DECISION MAKING
Fisher's Decision Emergence Model: |
Orientation
Conflict emergence reinforcement |
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DECISION MAKING
GroupThink VS Consensus Process |
GroupThink- BAD. EX: Nasa, no one speaks up to not take time and money
Consensus- An attempt to make a thoughtful group decision without voting. (as a process not just an outcome) |
