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49 Cards in this Set
- Front
- Back
Group |
an assembly of persons (or objects) located or gathered together |
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Team |
a group organized to work together
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Mission |
A duty assigned to an individual or unit; a task. |
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Team Roles |
Creator, Advancer, Refiner, & Executor (CARE) |
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Creator |
Generate new ideas and fresh concepts |
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Advancer |
communicate new ideas and carry them forward |
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Refiner |
Challenge all concepts; use methodical process to analyze things in an orderly manner to detect possible flaws and identify potential problems under discussion |
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Executor |
Deliver concrete results and seek successful implementation |
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Flexer |
combination of the team roles; equal preference for most or all of the roles |
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P.E.P. (Panic-Elation-Panic) Cycle |
occurs when you are in a situation that requires you to come up with new ideas |
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"Z" Process |
Ideas often bounce back and forth among Creators, Advancers, and Refiners |
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Team Dynamics |
Ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objectives |
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Ongoing Process |
continuous activity |
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Interaction of Individuals |
members satisfy these needs as they gain an identity and personal satisfaction as a team member |
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Achievement of the desired objective |
working together to complete a task; separates a team from a group |
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Five Cs of a Team |
Community, Cooperation, Coaching, Communication, & Coordination |
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Stages of Team Development |
Forming, Storming, Norming, Performing, and Adjourning |
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Forming Stage |
members will cautiously explore the boundaries or acceptable group behavior |
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Storming Stage |
members acknowledge what the intent of the team is and what the eventual goal is |
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Norming Stage |
members reconcile disputes, "agree to disagree," and abandon negative and unproductive energy, redirecting all efforts to achieve the team's objective |
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Performing Stage |
members work together to diagnose problems by collectively brainstorming and collaboratively selecting solutions |
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Adjourning Stage |
result when a team achieves it's goal |
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Followership |
one in the service of another; one that follows the opinions or teachings of another; one that imitated another |
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Feedback |
to offer or suggest information or ideas as a reaction from an inquiry |
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Diagnosing |
a step a leader takes to determine what is going on in an organization |
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Adapting |
adjusting your behaviors and other resources to what you have diagnosed/observed in a way that helps close the gap between the current situation and what you want to achieve |
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Key Skills for Effective Leadership |
Adapting, Diagnosing, & Communicating |
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Communicating |
fulfill responsibilities in discipline, counseling, and communicating up and down the chain |
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Types of Power |
Position & Personal |
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Types of Position Power |
Coercive, Connection, Reward, & Legitimate |
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Position Power |
the authority to make decisions and requests based on your position within the organization |
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Coercive Power |
perceived ability to provide sanctions, punishment, or consequences for not performing |
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Connection Power |
perception of your association with people of influence or outside of the organization |
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Reward Power |
ability to provide things that people like |
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Legitimate Power |
comes from your title, role, or position within the organization itself. |
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Personal Power |
the extent to which followers respect, feel good about, are committed to their leader; and see their own goals being satisfied by the goals of their leader |
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Types of Personal Power |
Referent, Information, & Expert |
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Referent Power |
based largely on personal traits; likable, or charismatic, or who inspire trust and confidence |
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Information Power |
based on access to data and information that is important to others |
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Expert Power |
based on the ability to influence through education, experience, and job knowledge |
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Contemporary Motivation |
people can be in one of three levels of commitment to the organization |
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System Level Rewards |
received when performed at standard, for being part of the organization |
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Supervisory Rewards |
given to those who go beyond the standard, they include praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and responsibilities, etc. |
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Personal Rewards |
come from within you. You strive to exceed every single standard and reward yourself for a job well done. |
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Evade |
"not now, maybe later"; passive, unassertive, strategy is often used to maintain the current situation and is best used when the current situation favors and proposed solution |
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Comply |
"Sure, Let's do it your way"; passive strategy used when preservation or the relationship between you and the other party is more important than the task |
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Insist |
"Take it or leave it"; "winner-takes-all" task oriented style when obtaining your objective is paramount, regardless of the cost to the opposite's interests or to the relationship
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Settle |
"Let'e jut split the difference and call it a day"; compromising style when there is little chance of getting everything you want but a solution is necessary |
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Cooperate |
"Let's work together and come up with an even better idea"; depends heavily on each party's collaborative efforts and desire to achieve a mutually satisfactory outcome while simultaneously managing a trust relationship |