Chapter 6 Flashcards
Group
Two or more people with a common relationship
Team
a small # of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable
Types Of Teams
Problem-Solving (Process involvement) (5-12)
self-managed ( 10-15)
cross-functional
virtual
Problem-Solving Teams
5-12 employees from the same department who meet for a few hours every week to discuss ways to improve quality/efficiency of the work environment
Self-Managed
10-15 employees who take on many of the responsibilities of the their former managers
Cross-Functional Teams (3)
employees from different work areas, who come together to accomplish tasks
task force: temporary
committe: more long term
skunkworks: develop spontaneously to create new products or work on complex problems
Virtual Team
uses computer technology to tie together physically dispersed members in order to achieve a common goal
Roles
expected behaviour patters associated with someone occupying a given position in a social unit
Role Expectations
how others believe a person should act in a given situation
Role Conflict
How others believe a person should act in a given situation
Role Conflict
a situation in which an individual is confronted by divergent role expectations
Role Ambiguity
person is unclear about his or her role
Role Overload
too much is expected of someone
Role Underload
too little is expected of someone (feel they are not contributing)
Norms
acceptable standards of behaviour within a group that are share by the groups members
Norms Cover 4
performance
appearance
social arrangement
allocation of resources
How Are Norms Formed?
explicit statements made
critical events
primacy: initial patterns of behaviour
carry-over: behaviour from past situations
Why Are Norms Enforced?
facilitates groups survival
makes behaviour predictable
minimizes embarrassment
expresses central values and clarifies the groups identity
Stages of Group and Team Development
Forming: uncertainty/ anxiety
Storming: intra-group conflict
Norming: close relationships and cohesiveness
Performing: group is fully functional
Adjourning: concern w wrapping up activities vs task performance
Punctuated Equilibrium Model
Temporary Groups w/ deadlines follow a different model of group performance
phase 1: transistion : phase 2
Characteristics of Effective teams
clear purpose informality participation listening civilized disagreement consensus decisions open communication clear rules and work assignments shared leadership external relations style diversity self assessment
Creating Effective Teams (Context 4)
Adequate Resources
Leadership Structure
Climate of Trust
Performance Evaluation and Rewards
Skills Needed By Teams (3)
technical expertise
problem-solving and decision making skills
interpersonal skills
Social Loafing
tendancy for individuals to expend less effort when working collectively than when working individually
