Chapter 13: Groups And Teams Flashcards
Group
Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity
Team
Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach to which they hold themselves mutually accountable
Formal group
A group, headed by a leader, that is established to do something productive for the organization
Informal group
Group formed by people seeking friendship that has no officially appointed leader, although a leader may emerge from the membership
We can differentiate teams in 3 ways, what are they?
1) purpose
2) duration
3) level of member commitment
Cross functional teams
Team that is staffed with specialists pursuing a common objective
Self-managed teams
Groups of workers who are given administrative oversight for their task domains
Virtual teams
Teams that work together over time and distance via electronic media to combine effort and achieve common goals
Tuckmans five stage model
Forming Storming Norning Performing Adjourning
Forming
1/5 stages in forming a team
People get orientated and get acquainted
Storming
2/5 stages in forming a team
Individual personalities, roles, and conflicts within the group emerge
Norming
3/5 stages in forming a team
Conflicts are resolved, close relationships develop, and unity and harmony emerge
Group cohesiveness
A “we feeling” that binds group members together
Performing
4/5 stages in forming a team
Members concentrate on solving problems and completing the assigned task
Adjourning
5/5 stages in forming a team
The stage in which members of an organization prepare for disbandment
Punctuated equilibrium
Establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and / or objectives resulting in the establishment and maintenance of new norms of functioning, returning to equalibrium
8 most essential considerations in building a group into an effective team
1) collaboration
2) trust
3) performance goals and feedback
4) motivation through mutual accountability and interdependency
5) composition
6) roles
7) norms
8) effective team processes
Collaboration
Act of sharing information and coordinating efforts to achieve a collective outcome
Trust
Reciprocal faith in others intentions and behaviors
Team member interdependence
The extent to which team members rely on common task related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work
Team composition
Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members
Roles
Sets of behavior that people expect of occupants of a position
Task role
Behavior that concentrate on getting the teams task done
Maintenance role
Relationship related role consisting of behavior that fosters constructive relationships among team members
Norms
General guidelines or rules of behavior that most group or team members follow
Why norms exists (4 reasons)
To help the group surivive
To clarify role expectations
To help individuals avoid embarrassing situations
To emphasize the groups important values and identity
Team processes
Members interdependent acts that convert inputs to outputs through cognitive, verbal, and behavioural activities directed toward organizing task work to achieve collective goals
3 additional activities teams can use to improve team processes, what are they?
Team charter
Team reflexivity
Team voice
Team charter
Outlines how a team will manage teamwork activities
Team reflexivity
A process in which team members collectively reflect on the teams objectives, strategies, and processes and adapt
Team voice
The extent to which team members fee free to engage in the expression of constructive options, concerns, or ideas about work-related issues
Conflicts
Process in which one party perceives that its interests are being opposed or negatively affected by another party
2 types of conflict
Dysfunctional
Functional
Dysfunctional conflict
Conflict that hinders the organizations performance or threatens its interests
Functional conflict
Conflict that benefits the main purposes of the organization and serves its interests
Three kinds of conflict
Personality
Inter group
Cross cultural
Personality conflict
Interpersonal opposition based on personal dislike, disagreement, or differing styles
Programmed conflict
Conflict designed to elicit different opinions without inciting people’s personal feelings
Devils advocacy
Taking the side of an unpopular point of view for the sake of argument
Dialectic method
Role playing two sides of proposal to test whether if it workable
5 basic behavior to help you better handle conflict
Openess Equality Empathy Supportiveness Positive ness
5 conflict handling styles
Avoiding Obliging Dominating Compromising Intergrating
