Chapter 13 Making teams Work

Question 1

Inputs

Answer 1

Inputs of groups are the individual members and the knowledge and information they possess

Question 2

Outputs

Answer 2

I’ll put the results should occur from a groups activities a report or set of recommendations often expected

Question 3

Synergy

Answer 3

Synergy is a principal best described as the whole is greater than the sum of its parts

Question 4

Process loss

Answer 4

An example of process loss would be one of Dominic member who does not allow others to speak or as harshly criticize initial ideas, causes numbers to refrain from speaking. The brilliant ideas are critical information health only by those people is not shared and performance fall short of potential

Question 5

Functional team

Answer 5

Individuals who are permanently assigned to a team to do their work or members of a formal or functional team

Question 6

Vertical team

Answer 6

If a team includes a supervisor in a be called a vertical team, as it includes several vertical layers in the chain of command

Question 7

Task forces

Answer 7

Task forces or temporary teams are brought together and shared for a specific purpose

Question 8

Cross functional groups

Answer 8

Cross functional groups or teams that are comprised of people from different areas of the organization, each with a unique perspective and different information about the problem

Question 9

Committee

Answer 9

A committee is across functional group with a permanent role that meets regularly to share information and make decisions

Question 10

Types of roles

Answer 10

The three types of roles in a group are; task oriented rolls, socio emotional rolls, self oriented rolls

Question 11

Task oriented rolls

Answer 11

Task oriented roles Focus on content issues that the group is working on an address questions of what we are to do and why. these include the initiator, information seeker and shower, clarifier and elaborator, summarizer, focus monitor, consensus tester

Question 12

Socio emotional rolls

Answer 12

These roles Address progress or how the group is working on his task and including encourager, harmonizer, compromiser, follower, tension reducer

Question 13

Self oriented rolls

Answer 13

These Numbers engage in behavior and expense of the group and include the dominator, approval seeker, blocker, avoided, jokester

Question 14

Stages of group development

Answer 14

Forming, storming, norming, performing, adjoining

Question 15

Forming

Answer 15

Forming is the first stage of group development as when the group begins. Questions or as a purpose in the group is over all the time in the leader. The leader must encourage interaction and clarify purpose

Question 16

Storming

Answer 16

Storming is the second stage of group development the group will have conflicts on subgroups and counter dependence. The leader must address service differences encourage continued interaction and problem solve

Question 17

Norming

Answer 17

Norming is the third stage of group development.The group takes a order acceptance of differences. The leader must clarify roles and group norms

Question 18

Preforming

Answer 18

Performing is the fourth stage of group development. The group develops cooperation, problem-solving, shifting and sharing rolls. The leader must engage in task management

Question 19

Adjoining

Answer 19

The final stage of group development this is when the task is completed and a little brains of a closure and celebrate accomplishments

Question 20

Norms

Answer 20

Norms or informal rules that guide behavior

Question 21

Cohesiveness

Answer 21

Cohesiveness is a process factor but it’s not well understood by group members. Is often defined as the extent to which members are attracted and wish to remain with the group

Question 22

John Katzenbach and Douglas Smith team theory

Answer 22

Each team needs skills, accountability, and commitment

Question 23

Skills

Answer 23

Members must have technical, interpersonal, and problem-solving skills to be effective

Question 24

Accountability

Answer 24

Members must hold each other accountable for a successful performance the team must have a believe that “we “our team.

Question 25

Commitment

Answer 25

Numbers must own or identify with the girls and intended results.

Question 26

Working group

Answer 26

A working group has no need for change, is not trying to improve, and does not focus on team performance

Question 27

Pseudo team

Answer 27

A pseudo-team has a need for change but is not trying to improve and does not focus on team performance

Question 28

Potential team

Answer 28

A potential team has a need for change and is trying to improve but does not focus on team performance and he's greater clarity of goal and approach

Question 29

Real team

Answer 29

A real team has a need for change, is trying to improve, and focuses on team performance

Question 30

A high-performing team

Answer 30

High-performing teams have any for change, or trying to improve, focus on team performance, and are deeply committed

Question 31

Groupthink

Answer 31

Groupthink is when a very cohesive group reduces its ability to critically evaluate and use information. Symptoms of groupthink include the illusion of invulnerability, the illusion of you and Emily, self-censorship, inherent morality, rationalizing away data, so awful. Mine guards, direct pressure to deviant positions, and those presenting alternative viewpoints missed maybe stereotyped as evil, week, or beneath the group

Question 32

Illusion of invulnerability

Answer 32

This is when a group believes that they can do no wrong and are beyond criticism

Question 33

Illusion of unanimity

Answer 33

This is when the group assumes a consensus prematurely assuming that everybody is in agreement

Question 34

Self censorship

Answer 34

When an individual has doubts but fails to raise them

Question 35

Inherent morality

Answer 35

When a group believes that whatever the group does must be right