Chapter 12 Teamwork Flashcards
Team
People with complementary skills who are committed to a common purpose
Group
Collection of people who interact to undertake a task but do not necessarily perform as a unit
Work teams
Teams that manufacture, assemble, sell and provide service
Project and development teams
Team that work on a long term project but disband once work is down
Parrellel teams
Teams that operate separately from the regular work structure and exist temporarily
Management teams
Teams that give direction to subunits
Transnational teams
Work groups composed of multinational members who activities span countries
Virtual teams
Teams that dispersed and communicant electronically more then face to face
Traditional work groups
Groups that have no managerial responsibilities
Quality circles
Voluntary groups of people drawn from various production teams who make suggestion about quality
Semiautonomous work groups
Teams that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance
Autonomous work groups
Teams that control decisions and execution of a range of task
Self designing teams
Teams with the responsibilities of autonomous work groups plus control hiring and firing and delegate task
Self managed teams
Autonomous work groups in which workers are trained to do an aray of jobs with no immediate supervisors
Social loafing
The more people the less work done
Social facilitation effect
Working harder when in a group then when working alone
Norms
Shared beliefs about how people should think and behave
Roles
Different sets of expectations for how different individuals should behave
Task specialist
Individual who has more advanced job related skills and abilities than other group members
Team maintenance specialist
Individual who develops and maintains team harmony
Cohesiveness
Degree to which a group is attractive to its members
Gate keeper
Team member who provides team with relevant information
Informing
Strategy won’t making decision with team and then informing outsiders of it intentions
Parading
Strategy that aims towards internal team building and achieving external visibility
Probing
Strategy that requires team members to interact with outsiders frequently
Conflict
One party disputes with other party
Avoidance
Reaction to conflict that involves ignoring the problem
Accommodation
Dealing with conflict by cooperation on behalf of other party
Compromise
A style of dealing with conflict involving moderate attention to both parties concerns
Competing
Dealing with conflict by focusing on ones goals and little or no concern for other party goals
Collaboration
Dealing with conflict by cooperation and assertiveness
Superordinate goals
Higher level goals taking priority over specific individual goals or group goals
Mediator
Third party that intervene to help resolve problem
