13. Creating and managing teams Flashcards
Group
two or more interacting and interdependent individuals who come together to achieve specific goals.
Formal groups
Work groups defined by the organization’s structure that have designated work assignments and tasks.
Informal groups
Groups that are independently formed to meet the social needs of their members.
Command groups
Groups determined by the organizational chart and composed of individuals who report directly to a given manager
Task groups
Groups composed of individuals brought tigether to complete a specific job task; their existence is often temporary becuase when the task is completed, the groups disband
Cross-functional teams
Groups that bring together the knowlege and skills of individuals from various work areas or groups whose members have been trained to do each others jobs.
Self-managed teams
Groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities such as hiring, planning and scheduling, and evaluating performance.
Forming stage
the first stage of group development in which people join the group and then define the group’s purpose, structure, and leadership.
Storming age
the second stage of group development, characterized by intragroup conflict.
Norming age
the third stage of group development, characterized by close relationships and cohesiveness
Performing stage
the fourth stage of group development when the group is fully functional and works on group task.
Adjourning
the final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance.
Stages of group development
- Forming
- Storming
- Norming
- Performing
- Adjourning
Why are some groups more successful than others?
- The abilities of the group’s members
- The size of the group
- The level of conflict
- The internal pressures on members to conform to the group’s norms
Role (Group Structure)
behavior patterns expected of someone occupying a given position in a social unit.
Norms (Group Structure)
standards or expectations that are accepted and shared by a group’s members.
Groupthink (Group Structure)
when a group exerts extensive pressure on an individual to align his or her opinion with that of others.
Status (Group Structure)
a prestige grading, position, or rank within a group.
Social loafing (Group Structure)
the tendency for individuals to expend less effort when working collectively than when working individually
Group cohesiveness (Group Structure)
the degree to which group members are attracted to one another and share the group’s goals.
Conflict
preceived incompatible differences that result in interference or opposition
Traditional view of conflict
the view that all conflict is bad and must be avoided.
Human relations view of conflict
the view that conflict is a natural and inevitable outcome in any group.
Interactionist view of conflict
the view that some conflict is necessary for a group to perform effectively.
Functional conflicts
conflicts that support a group’s goals and improve its performance.
Dysfunctional conflicts
conflicts that prevent a group from achieving its goals
Task conflict
conflicts over content and goals of the work.
Relationship conflict
conflict based on interpersonal relationships
Process conflict
conflict over how work gets done.
Work teams
groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
Problem-solving team
a team from the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems.
Self-managed work team
a type of work team that operates without a manager and is responsible for a complete work process or segment.
Cross-functional team
a work team composed of individuals from various functional specialties.
Virtual team
a type of work team that uses technology to link physically dispersed members in order to achieve a common goal.
Characteristics of effective Teams
- clear goals
- Relevant skills
- Mutual Trust
- Unified Commitment
- Good communication
- Negotiating Skills
- Appropriate Leadership
- Internal & External support
