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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
Q

performance goals and feedback

A

purpose of team needs to be defined and measurable performance goals with continual feedback need to be present

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26
Q

motivation through mutual accountability and interdependence

A

working together makes members feel mutual trust and commitment . mutual accountability fostered by having team members share accountability for the work

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27
Q

team member interdependence

A

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
Q

team composition

A

collection of jobs, personalities, values, knowledge, experience, and skills of team members

29
Q

roles

A

socially determined expectations of how individuals should behave in a specific position
how team members are expected to behave

30
Q

initiator

A

suggests new goals or ideas
task role

31
Q

information seeker/giver

A

clarifies key issues
task role

32
Q

opinion seeker/giver

A

clarifies pertinent values
task role

33
Q

elaborator

A

promotes greater understanding through examples or exploration of implications
task role

34
Q

coordinator

A

pulls together ideas and suggestions
task role

35
Q

orienter

A

keeps group headed toward its stated goals
task role

36
Q

evaluator

A

tests groups accomplishments with various criteria (logic and practicality)
task role

37
Q

energizer

A

prods group to move along or to accomplish more
task role

38
Q

procedural technician

A

performs routine duties (handing out materials or rearranging seats)
task role

39
Q

recorder

A

performs a group memory function by documenting discussion and outcomes
task role

40
Q

encourager

A

fosters group solidarity by accepting and praising various points of view
maintenance role

41
Q

harmonizer

A

mediates conflict through reconciliation or humor
maintenance role

42
Q

compromiser

A

helps resolve conflict by meeting others halfway
maintenance role

43
Q

gatekeeper

A

encourages all group members to participate
maintenance role

44
Q

standrard setter

A

evaluates the quality of group processes
maintenance role

45
Q

commentator

A

records and comments on group processes/ dynamics
maintenance role

46
Q

follower

A

serves as a passive audience
maintenance role

47
Q

task roles

A

behavior that concentrates on getting the teams tasks done

48
Q

maintenance role

A

relationship oriented role, consists of behavior that foster constructive relationships among team members

49
Q

norms

A

general guidelines or rules of behavior that most group or team members follow
unwritten rules for team members

50
Q

conflict

A

one party perceives that its interests are being opposed or negatively affected by another party; disagreement

51
Q

dysfunctional conflict

A

hinders orgs performance or threatens its interests

52
Q

functional conflict

A

benefits the main purposes of the org and serves its interests
- discuss disafreements and divergent perspectives without fear, anxiety, or perceived threat

53
Q

too little and too much conflict effect on performance

A
  • too little = inactivity
  • too much = warfare
54
Q

personality conflict

A

interpersonal opposition based on personal dislike or disagreement

55
Q

envy based conflict

A

clashes because of what others have
- eliminate preferential treatment

56
Q

intergroup conflict

A

clashes among work groups, teams, and departments
“we versus them”

57
Q

cross cultural conflicts

A

clashes between cultures

58
Q

programmed conflict

A

designed to elicit different opinions without inciting peoples personal feelings
- devils advocacy
- dialectic method

59
Q

devils advocacy

A

process of assigning someone to play the role of critic

60
Q

dialectic method

A

having two people or groups play opposing roles in a debate in order to better understand a proposal

61
Q

conflict handling styles

A
  • avoiding
  • obliging
  • dominating
  • compromising
  • integrating
62
Q

avoiding

A

ignore or suppress a conflict
- appropriate for trivial issues
- low concern for others
- low concern for self

63
Q

obliging

A

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
Q

dominating

A

forcing or demanding your way
- appropriate when unpopular solution must be implemented
- low concern for others
- high concern for self

65
Q

compromising

A

both parties give up something to gain something

66
Q

integrating

A

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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