ch 9 managing groups and teams Flashcards
group
a collection of individuals who interact with each other such that one person’s actions have an impact on the others
informal work groups
made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization
formal work group
made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group
stages of group development model
forming
storming
norming
performing
adjourning
forming stage
group comes together for the first time
storming phase
once group members feel sufficiently safe and included begin focusing less of keeping their guard up and becoming more authentic and more argumentative and explore their power and influence
norming stage
we survived
more committed to each other and the group’s goal
now ready to work
more cohesive and cooperative
operating procedures and goals are defined
performing stage
getting work done and paying attention to how they are doing it
group leaders move into coaching roles and help members grow in skill and leadership
adjourning stage
end of the group
punctuated-equilibrium model
phase 1 - purpose and direction; behavioral patterns and assumptions; fixed course of action
phase 2 - halfway point; bursts of change; changing of old patterns; new perspectives
cohesion
social glue
the degree of camaraderie within the group
fundamental factors affecting group cohesion
similarity
stability
size
support
satisfaction
groupthink
group pressure phenomenon that increases the risk of the group making flawed decisions by allowing reductions in mental efficiency, reality testing, and moral judgement
social loafing
the tendency of individuals to put in less effort when working in a group context
collective efficacy
a group’s perception of its ability to successfully perform well
process loss
any aspect of group interaction that inhibits group functioning
team
a cohesive coalition of people working together to achieve mutual goals
production tasks
actually making something, such as a building, product, or marketing plac
idea-generation tasks
deal with creative tasks, such as brainstorming a new direction or creating a new process
problem-solving tasks
coming up with plans for actions and making decisions
task interdependence
the degree that team members are dependent on one another to get info, support, or materials from other team members to be effective
pooled interdependence
when team members may work independently and simply combine their efforts to create the team’s output
sequential interdependence
if one person’s output becomes another person’s input
reciprocal interdependence
if a team works together on each phase of a project so that their best ideas would be captured at each stage
outcome interdependence
rewards that an individual receives depend on the performance of others
team roles
task: contractor, creator, contributor, completer, critic social: cooperator, communicator, calibrator boundary-spanning: consul, coordinator
task force
a temporary team asked to address a specific issue or problem until it is resolved
types of teams
task force
product-development teams
cross-functional teams
virtual teams
product-development teams
temporary or ongoing team
cross-functional teams
individuals from different parts of the organization staff the team, which may be temporary or long-standing in nature
virtual teams
teams in which members are no located in the same physical place
top management teams
appointed by the CEO and ideally reflect the skills and areas that the CEO considers vital for the company
traditional manager-led teams
teams in which the manager serves as the tam leader
manager assigns work to other team members
self-managed teams
manage themselves and do not report directly to a supervisor
team members select their own leader, and may take turns being the leader
empowered teams
have the responsibility as well as the authority to achieve their goals
self-managed teams
norms
shared expectations about how things operate within a group or team
team contract
a layout to articulate and agree on established ground rules, goals, and roles to better equip to face challenges to may arise within the team
common problems faced by teams
- challenges of knowing where to begin
- dominating team members
- poor performance of team members
- poorly managed team conflicts
collectivism
the degree to which the society reinforces collective over individual achievement
