Acronyms Chapter 3 Flashcards
1
Q
Chell’s 7 Characteristics of Group Norms
A
BD CALMS
- Group BEHAVIOUR is the focal point of attention
a. Required Behaviour – individual is required to behave in a specific way as directed (formal rules)
b. Emergent Behaviour – develops iteratively as a result of group interaction (informal) - Degree of Tolerance to DEVIATION from norms
- COMPLIANCE / non-compliance is met with rewards / punishment
- ACCEPTABILITY to the majority of group members
- Significant aspects of group LIFE are covered by the norms
- They facilitate group MANAGEMENT
- Need for conformity to norms indicates the STATUS of individuals in the group
a. Compliance – individual acts as per group norms but does not accept them as legitimate
b. Personal Acceptance – individual’s personal beliefs are aligned with group norms
2
Q
Feldman’s 4 Purposes of Group Norms
A
- Make BEHAVIOUR predictable
- Avoid EMBARRASSING situations
- Define the NATURE of the group
- Ensure group SURVIVAL
3
Q
Champoux’s 3 Phases of Workgroup Socialization
A
AEA
- Anticipation – prior to joining, individual will develop some expectations about role and processes
- Encounter – joins group and begins to learn about role and processes (group also develops processes for acceptance or rejection)
- Adjustment – both the individual and the group have successfully adapted to each other
4
Q
Levinger’s Model for Relationship Development
A
ABCDE
- ACQUAINTANCE – relationship starts, will develop if first impressions are favourable
- BUILD Up – individuals self-disclose and begin to get interdependent; trust and care begin
- CONTINUATION – consolidated relationship based on mutual trust and long-term commitment
- DETERIORATION – some relationships will deteriorate owing to imbalance in effort-reward etc.
- ENDING – relationship ends and individuals separate
5
Q
5 Factors that influence the Formation of Groups
A
T CIPS
- TECHNOLOGY – facilitating communication and interaction
- CLIMATE – organizational environment and culture
- Communication and INTERACTION – sharing of information and communication leading to interdependency
- PRODUCTIVITY – through goal congruency and task interdependence (and interdependence of fate)
- SPATIAL factors – physical proximity
6
Q
4 Reasons for Formation of Groups
A
SEPG
- SECURITY
- Self-ESTEEM
- POWER
- GOAL achievement
7
Q
Tuckman and Jansen’s Team Development Theory
A
- Forming
- Storming
- Norming
- Performing
- Adjourning / Mourning
8
Q
Katzenbach and Smith’s J-shaped Team Development Curve
A
- Working Group – group has not been established but members share information; no responsibilities or goals have been set
- Pseudo Team – group is operating as though they were a team but not performing like one; performance is low and individuals are risk-averse
- Potential Team – members begin to move towards a common goal; performance begins to rise
- Real Team – shared purpose begins to emerge; shared accountability begins to emerge in complementarity-driven teams
- High Performance Team – team works together towards shared goals; individual members show commitment to develop healthy social relationships, and develop complementary skills
9
Q
Burnes’ Punctuated Equilibrium Model
A
- Phase 1 – group appears apathetic and immobilised through resistance to change or commitment to existing course of action
- Transitional stage – group continues to implement planned activities, taking more than half the resources required for the change
- Phase 2 – second phase of inaction as team fails to respond to the change taking place
- Phase 3 – rush of activity to respond to the change in order to successfully complete the task
10
Q
Components for Team Success
A
IPOM
- Team INPUTS – team characteristics including KSAs
- Team PROCESSES – different ways that the team operates
- OUTCOMES – objective performance outcomes of the team
- MODERATORS of Team Performance – Team Leadership
11
Q
8 Characteristics of Effective Teams
A
MR CAPRIS
- Sense of MEMBERSHIP and responsibility
- Complementary ROLES
- CONFLICT resolution
- ACCOUNTABILITY
- Common PURPOSE
- Collective RESPONSIBILITY
- INTERDEPENDENCY
- SIZE
12
Q
4 Advantages of Self Managed Teams
A
TIPE
- Decisions are made on TECHNICAL know-how
- INFORMATION Flow speed up
- Team PROCESSES are collaborative and builds individual commitment to organisational goals
- EVERYONE is a Leader resulting in more accountability and commitment
13
Q
Belbin’s 9 Team Roles
A
C PRESS FIT
- CO-ORDINATOR – focuses on team objectives, delegates work appropriately
- PLANT – highly creative and good at problem solving
- RESOURCE Investigator – finds ideas to bring back to the team
- Monitor EVALUATOR – logical eye with impartial judgments and weighs up team’s options
- SPECIALIST – brings in-depth knowledge of a key area to the team
- SHAPER – provides necessary drive to keep team moving
- Completer FINISHER – most effective at the end of tasks to polish, review, and subject it to the highest levels of quality control
- IMPLEMENTOR – plan and efficiently implement a practical strategy to achieve the goals
- TEAMWORKER – helps team to gel, identifies work required and completes on behalf of team
14
Q
Margerison and McCann’s Team Management Wheel
A
ECOA
- EXPLORERS
- CONTROLLERS
- ORGANISERS
- ADVISERS
15
Q
Lewis’ 4 Key Stakeholder Roles
A
JOCC
- JOURNALISTS – who gather and report information
- OPINION Leaders – who influence others
- CONNECTORS – who provide support by connecting to others
- COUNSELLORS – who provide support by providing advice
