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BNAD 302 > chapter 13 > Flashcards

chapter 13 Flashcards

1
Q

why is teamwork important

A 
increased productivity
increased speed
reduced costs
improved quality
reduced destructive internal competition
improved cohesiveness
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2
Q

what are the differences between work groups and work teams

A

groups: shares info, neutral synergy, individual accountability, random and varied skills
teams: collective deliverable, positive synergy, individual and mutual accountability, complementary skills

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3
Q

characteristics of a work team

A

clear purpose that members share, usually permanent, members give their complete commitment to the team’s purpose in order for the team to succeed

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4
Q

characteristics of a project team

A

assembled to solve a particular problem or complete a specific task, like brainstorming new ideas

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5
Q

characteristics of cross-functional teams

A

include members from different areas within an organization, such as finance, operations, and sales

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6
Q

characteristics of self-managed teams

A

groups of workers who are given administrative oversight for their task domains

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7
Q

what are virtual teams

A

work together over time and distance via electronic media to combine efforts and achieve common goals

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8
Q

what are the benefits of virtual teams

A

reduced real estate costs, ability to leverage diverse knowledge across geography and time, reduce commuting and travel expenses

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9
Q

what kind of teams did Saturn have

A

self-managed quality teams

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10
Q

what are the challenges of virtual teams

A

difficult to establish team cohesion, inability to observe nonverbal cues, not a substitute for face-to-face contact

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11
Q

what are formal groups

A

assigned by organizations or its managers to accomplish specific goals

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12
Q

what are informal groups

A

formed by people whose overriding purpose is getting together for friendship or a common interest

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13
Q

what are the four purposes of work teams

A

advice
production
project
action

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14
Q

what are advice teams

A

created to broaden the information base for managerial decisions

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15
Q

what are production teams

A

responsible for performing day-to-day operations

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16
Q

what are project teams

A

work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team

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17
Q

what are action teams

A

work to accomplish tasks that require people with specialized training and a high degree of coordination

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18
Q

what are the stages and team development

A 
forming
storming
norming
performing
adjourning
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19
Q

what is the forming stage

A

getting oriented and acquainted

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20
Q

what is the storming stage

A

individual personalities and roles emerge

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21
Q

what is the norming stage

A

conflicts resolved, relationships develop, unity emerges

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22
Q

what is the performing stage

A

solving problems and completing the assigned task

23
Q

what is the adjourning stage

A

preparing for disbandment

24
Q

what is punctuated equilibrium

A

groups may establish periods of stable functioning until an event causes a dramatic change in norms, roles, or objectives

25
Q

what is collaboration

A

the act of sharing information and coordinating efforts to achieve a collective outcome

26
Q

what is trust

A

reciprocal faith in others’ intentions and behaviors

27
Q

what is performance

A

defined in terms of specific, measurable performance goals with continual feedback to tell team members how they are doing

28
Q

what is composition

A

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

29
Q

what are norms

A

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

30
Q

how do norms help

A

help group survive
clarify role expectations
help individuals avoid embarrassing situations
emphasize group importance and identity

31
Q

what are the 8 things needed to build an effective team

A 
collaboration
trust
performance
motivation
composition
roles
norms
effective team processes
32
Q

when do teams perform better

A

when there is high tolerance for uncertainty, high levels of emotional stability, diverse

33
Q

what is conflict

A

process in which one party perceives that its interests are being opposed or negatively affected by another party

34
Q

what is functional conflict

A

benefits the main purposes of the organization and serves its interests

35
Q

what is dysfunctional conflict

A

hinders the organization’s performance or threatens its interests

36
Q

what are the symptoms of group think

A 
invulnerability
inherent morality
stereotyping of opposition
rationalization and self-censorship
illusion of unanimity
peer pressure
37
Q

what are the results of groupthink

A

reduction in alternative ideas

limiting of other information

38
Q

what prevents groupthink

A

allow criticism

allow other perspectives

39
Q

what is personality conflict

A

interpersonal opposition based on personal dislike, disagreement, or differing styles

40
Q

what is intergroup conflict

A

inconsistent goals, ambiguous jurisdictions, and status differences

41
Q

what is multicultural conflict

A

frequent opportunities for clashes between cultures in the global economy

42
Q

what is work family conflict

A

occurs when demands or pressures from work and family are mutually incompatible

43
Q

how can you stimulate constructive conflictt

A

spur competition
change the organization’s culture and procedures
bring in outsiders for new perspectives
use programmed conflict

44
Q

what is programmed conflict

A

designed to elicit different opinions without inciting people’s personal feelings

45
Q

what is devil’s advocacy

A

assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing

46
Q

what is the dialectic method

A

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

47
Q

what are the five basic behaviors to help you better handle conflict

A 
openness
equality
empathy
supportiveness
positiveness
48
Q

what are the five conflict handling styles

A 
avoiding
obliging
dominating
compromising
integrating
49
Q

avoiding

A

ignoring or suppressing a conflict

50
Q

obliging

A

allows the desires of the other party to prevail

51
Q

dominating

A

ordering an outcome, using formal authority, and power to resolve a conflict

52
Q

compromising

A

both parties give up something to gain something

53
Q

integrating

A

manager strives to confront the issue and cooperatively identify the problem and seek a solution

BNAD 302 (9 decks)

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