Chapter 10 Flashcards
Stages of group development
- forming
- storming
- norming
- performing
- adjourning
forming (stage 1 of group development)
members are just learning to accept each other, the group and its purpose
storming (stage 2 of group development)
members confront the issues of individuality, figuring out group leaders
norming (stage 3 of group development)
members develop group expectations of roles and norms
performing (stage 4 of group development)
the group focuses on achieving their goals and being productive.
adjourning (stage 5 of group development)
temporary groups disband and focus on closure.
Task process
focuses on how groups accomplish their work.
Maintenance process
focuses on how the group functions with members psychological and relational needs.
Decision Making Methods
- The plop- “I think we should appoint a chairman”…Silence
- The self-authorized agenda- “I think we should introduce ourself, my name’s Lizzie”
- The handclasp- Person A: “I wonder is introducing ourselves would be helpful?” Person B:”I think it would, I’m Amanda.”
- The minority decision- ”does anyone object?”
- Majority-minority voting- “let’s vote”
- Polling- “let’s see where everyone stands, what do you think?”
- Consensus seeking- genuine exploration to test for opposition and finding out if the opposition feels strongly to refuse the original decision.
Multinational teams
team members have more than one nationality
Multicultural teams
team members are of various ethnic backgrounds but share a common nationality
Rule-Bound
when companies become obsessed with following the procedural rule book and forget to question and innovate.
Social Loafing
when people contribute less to group projects than individual work
Social Identity
refers to the perception of members as a group rather than as individuals
Group Cohesion
the degree to which members are motivated to stay in the group
Group
two or more people with a common relationship
Team
a small number of people with complementary skills who are committed to a common purpose performance goals and approach which they hold themselves mutually accountable
Types of teams
- Problem-solving teams
- Self-managed teams
- Cross-functional teams
- Virtual teams
Problem-solving teams
typically meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment
Self-managed teams
members perform highly related or inter-dependent jobs and take on many of the responsibilities of their former managers
Cross-functional teams
typically made up of employees from the same hierarchical levels but from different work areas, who come together to accomplish a task
Virtual teams
typically use computer technology to tie together physically dispersed members in order to achieve a common goal
Punctuated equilibrium model
Group progress is more triggered by members awareness of time and deadlines, some groups do not get serious until half of their time is up.
What goes into creating an effective team?
- context
(leadership, structure, trust, adequate resources, rewards) - composition
(skills, personality, diversity, size, member’s preferences) - work design
(autonomy, skill variety, task identity, task significance) - progress
(common purpose, specific goals, team ability to be successful in achieving goals, managed level of conflict, accountability)
