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Management > chapter 13 > Flashcards

chapter 13 Flashcards

1
Q

group

A

tow or more freely interacting individuals who share norms, goals, and have a common identity
aka collections of people performing as individuals
–> collection of 10 employees meeting to exchange info abt various company policies on wages and hours

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2
Q

team

A

small group of people working together with a common purpose, performance goals, and mutual accountability
a team is more than the sum of its parts

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3
Q

formal group

A

group assigned by orgs or its managers to accomplish specific goals
- department
- committee
- division
people assigned according to their skills and orgs reqs

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4
Q

informal group

A

aka affinity or employee resource group = group formed by people whose overriding purpose is getting together for friendship or a common interest
- group of friends hanging out
- work friends going to lunch together
create a sense of belonging among employees and increase engagement at work
- can sabotage the plans of formal groups

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5
Q

how to differentiate types of teams

A
  1. purpose
  2. duration
  3. level of memeber commitment
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6
Q

work teams

A
  • clear purpose that all members share
  • team is usually permanent
  • members give full commitment to teams purpose in order to succeed
  • ex hockey team
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7
Q

project teams

A
  • work assembled to solve a particular problem/ complete a specific task
  • members can meet just once or work together for many years
  • can meet virtually or face to face
  • can come from same or diff departments
  • while serving on project team they still have their primarily responsibilities
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8
Q

cross functional teams

A

include members from different areas within an org (finance, operations, sales)
- can serve any purpose
- can be work or project teams
- assignment can be long or short
(surgical teams)

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9
Q

self managed teams

A

group of workers who are given administrative oversight for the task domains

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10
Q

virtual teams

A

members in different geographic locations who use tech to work together and achieve common goals

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11
Q

team design

A

choosing the best type of team to accomplish a goal

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12
Q

team development

A

process of assembling individuals in a team, getting acquainted with each other and working together to achieve a common goal
tuckmans 5 stage model

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13
Q

team management processes

A

actions, feelings, and thoughts that influence teams members interactions and the teams effectiveness

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14
Q

team performance and viability

A

team members satisfaction with and desire to remain a member in the team– and satisfy their team members individual needs

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15
Q

stage 1 – forming

A

process of getting orineted and getting acquainted
- what are the goals or missions
- who is in charge
individual – how do i fit in
group – why are we here

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16
Q

stage 2 – storming

A

emergence of individual personalities and roles and conflicts within the group
individual – what is my role here
group –why are we fighting over whos in charge and who does what

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17
Q

norming

A

conflicts are resolve, lose relationships develop and unity and harmony emerge
- set guidelines related to what members will do together and how they will do it
? individual – what do others expect me to do?
? group – can we agree on roles and work as a team?

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18
Q

group cohesiveness

A

“we feeling” binding group members together, byproduct of stage 3

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19
Q

stage 4 – performing

A

members concentrate on solving problems and completing the assigned task
? individual – how can i best perform my role?
? group – can we do the job properly

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20
Q

stage 5 – adjourning

A

members prepare for disbandment
? individual – whats next
? group – can we help members transition out

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21
Q

punctuated equilibrium

A

est periods of stable functioning until an event causes a dramatic change in norms, roles, or objectives. group then est and maintains new norms of functioning returning to equilibrium

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22
Q

building effective teams

A
  1. collaboration
  2. trust
  3. performance goals and feedback
  4. motivation through mutual accountability and interdependence
  5. composition
  6. roles
  7. norms
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23
Q

collaboration

A

act of sharing info and coordinating efforts to achieve a collective outcome

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24
Q

trust

A

reciprocal faith in other intentions and behaviors

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25
performance goals and feedback
purpose of team needs to be defined and measurable performance goals with continual feedback need to be present
26
motivation through mutual accountability and interdependence
working together makes members feel mutual trust and commitment . mutual accountability fostered by having team members share accountability for the work
27
team member interdependence
team members rely on common task related team inputs (resources, info, goals, and rewards, and the amount of interpersonal interactions needed to complete the work
28
team composition
collection of jobs, personalities, values, knowledge, experience, and skills of team members
29
roles
socially determined expectations of how individuals should behave in a specific position how team members are expected to behave
30
initiator
suggests new goals or ideas task role
31
information seeker/giver
clarifies key issues task role
32
opinion seeker/giver
clarifies pertinent values task role
33
elaborator
promotes greater understanding through examples or exploration of implications task role
34
coordinator
pulls together ideas and suggestions task role
35
orienter
keeps group headed toward its stated goals task role
36
evaluator
tests groups accomplishments with various criteria (logic and practicality) task role
37
energizer
prods group to move along or to accomplish more task role
38
procedural technician
performs routine duties (handing out materials or rearranging seats) task role
39
recorder
performs a group memory function by documenting discussion and outcomes task role
40
encourager
fosters group solidarity by accepting and praising various points of view maintenance role
41
harmonizer
mediates conflict through reconciliation or humor maintenance role
42
compromiser
helps resolve conflict by meeting others halfway maintenance role
43
gatekeeper
encourages all group members to participate maintenance role
44
standrard setter
evaluates the quality of group processes maintenance role
45
commentator
records and comments on group processes/ dynamics maintenance role
46
follower
serves as a passive audience maintenance role
47
task roles
behavior that concentrates on getting the teams tasks done
48
maintenance role
relationship oriented role, consists of behavior that foster constructive relationships among team members
49
norms
general guidelines or rules of behavior that most group or team members follow unwritten rules for team members
50
conflict
one party perceives that its interests are being opposed or negatively affected by another party; disagreement
51
dysfunctional conflict
hinders orgs performance or threatens its interests
52
functional conflict
benefits the main purposes of the org and serves its interests - discuss disafreements and divergent perspectives without fear, anxiety, or perceived threat
53
too little and too much conflict effect on performance
- too little = inactivity - too much = warfare
54
personality conflict
interpersonal opposition based on personal dislike or disagreement
55
envy based conflict
clashes because of what others have - eliminate preferential treatment
56
intergroup conflict
clashes among work groups, teams, and departments "we versus them"
57
cross cultural conflicts
clashes between cultures
58
programmed conflict
designed to elicit different opinions without inciting peoples personal feelings - devils advocacy - dialectic method
59
devils advocacy
process of assigning someone to play the role of critic
60
dialectic method
having two people or groups play opposing roles in a debate in order to better understand a proposal
61
conflict handling styles
- avoiding - obliging - dominating - compromising - integrating
62
avoiding
ignore or suppress a conflict - appropriate for trivial issues - low concern for others - low concern for self
63
obliging
accommodating manager lets others have their way - build goodwill if issue isnt important to you, get something in return in the future - high concern for others - low concern for self
64
dominating
forcing or demanding your way - appropriate when unpopular solution must be implemented - low concern for others - high concern for self
65
compromising
both parties give up something to gain something
66
integrating
confront the issue and cooperatively identify the problem, optimizes outcomes forboth parties - appropriate for complex issues involving misunderstanding - high concern for others - high concern for self

Management (16 decks)

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