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GMGT 2070 > Chapter 6: Groups and Teamwork > Flashcards

Chapter 6: Groups and Teamwork Flashcards

1
Q

Groups and example

A

Two or more people with a common relationship
Ex., co-workers, people meeting for lunch, hanging out

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2
Q

Teams

A

Small number of people with skills who are committed to a common purpose or goal and hold themselves mutually accountable

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3
Q

Teams Characteristics (3-5)

A

Leadership
Accountability
Purpose or Mission
Problem Solving Continuously
Effectiveness from team, not individual outcomes

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4
Q

Group refer to a collective of multiple individuals, teams add structure and purpose to this collective. Therefore all _______ are ________ but not all _______ are ______

A

all teams are groups but not all groups are teams

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5
Q

Why are teams popular? (3)
most popular way for organizations to organize employees

A

use of employee talents
flexible and responsive to changing environments
Capability to quickly assemble, deploy, refocus and disband

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6
Q

Four types of teams

A

Problem Solving, Self Managed, Virtual and Cross-Functional

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7
Q

Problem Solving Teams
- size?
- what they meet for?
- authority required to implement?

A
  • 5-12 employees from department
  • discuss ways of improving quality, efficiency and environment
  • No authority to implement actions
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8
Q

Self-Managed Teams
- size?
- what they meet for? Responsibility?
- Effectiveness decreased when what rises?
- Cons of team result in high levels

A
  • 10-15 people
  • Take on responsibilities of their former managers, which include planning, scheduling work, assigning tasks, taking action on problems
  • conflict in the team rises
  • high absenteeism and turnover rate
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9
Q

Cross-Functional Teams

A

Employees from the same hierarchical level, but from different work areas, who come together to accomplish a task.

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10
Q

Cross-Functional Teams - Task force

A

Temporary cross functional team

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11
Q

Cross-Functional Teams - Committee

A

Group composed of members from different departments

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12
Q

Cross-Functional Teams - Skunkworks:

A

cross-functional teams (which usually exist outside of organizational structure) that develop spontaneously to create new products or work on complex problems

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13
Q

Virtual Teams
Describe it, benefits, why is it popular

A

Use computer technology to tie together physically dispersed members in order to achieve a common goal. More and more popular due to effect on operation and travelling costs. Less Social and more task oriented

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14
Q

Virtual Teams to be effective (3)

A
  • Ensure intra-team trust is present
  • Team progress is monitored closely
  • End result of team effort is publicized throughout entire organization
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15
Q

Individual vs Team Member Study

A

Focus on processes and mechanisms through which individuals become team members.

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16
Q

Roles
describe and can they influence behaviour?

A

Set of expected behavioural patterns associated with someone occupying a given position in a social unit. Roles can influence our behaviours

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17
Q

Role Expectation

A

How others believe a person should act in a given situation

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18
Q

Role Conflict

A

Situation in which an individual is confronted by a divergent role expectations (work vs family roles, role during merger and acquisition)

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19
Q

Role Ambiguity:

A

A person is unclear about his or her role

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20
Q

Role Overload

A

Too much is expected of someone and thus that person feels overworked

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21
Q

Role Underload

A

Too little is expected of someone and thus person feels underworked

22
Q

Norms:

A

Acceptable standards of behaviour within a group shared by the group’s members

23
Q

Display of Norms (3)

A

influencing the behaviours of group members.

Written up formally in organizational manuals as rules and procedures

Informally as shared understanding of patterns of behaviours in the workplace.

24
Q

Workplace norms example
Performance?
Appearance?
Social?
Allocation of resource?

A
  • work ethic, work quality, levels of tardiness
  • personal dress, when to look busy, when to “goof off”, show loyalty
  • Social arrangement: how team members interact
  • pay, assignments, tools & equipment-
25
Q

Where do norms come from (4)

A

initial patterns of behaviour, past behaviour carried over, critical events, influential member

26
Q

Why do we need norms (4)

A
  • Facilitate group’s survival.
  • Make behaviors predictable.
  • Minimize embarrassment.
  • Facilitate the expression of central values and clarify the group’s identity.
27
Q

Stages of Group and Team Development - Forming

A

Characterized by uncertainty about group’s purpose structure and leadership. Members “testing the waters” to determine what behaviour types are acceptable

28
Q

Stages of Group and Team Development - Forming, when is it completed?

A

members have begun to think of themselves as part of a group

29
Q

Stages of Group and Team Development - Storming

A

Members accept the existence of the group but resist the constraints that the group imposes on individuality

30
Q

Stages of Group and Team Development - Storming Complete

A

relatively clear hierarchy of leadership will emerge within group

31
Q

Stages of Group and Team Development - Performing

A

Significant task progress is being made. Structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to preforming the task at hand

32
Q

Stages of Group and Team Development - Performing:
permanent vs Temporary

A

This is the last stage for permanent groups but Temporary move on

33
Q

Stages of Group and Team Development - Adjourning

A

In this stage, the group prepares for its disbandment

34
Q

Punctuated Equilibrium Model: Phase 1

A

First meeting sets groups direction, first phase of group activity is one of inertia

35
Q

inertia

A

a tendency to do nothing or to remain unchanged

36
Q

Punctuated-Equilibrium Model - Transition phase when does it occur, how much time is used up, what does it initiate

A

Takes place at the end of the first phase, occurs when group has used up half of its allotted time. Transition initiates major changes

37
Q

Punctuated-Equilibrium Model - Phase 2

A

Second phase of inertia follows the transition and then last meeting characterized by markedly accelerated activity.

38
Q

Creating Effective Teams Factors (3) CCP plus description

A

Context: External Environment
Composition: How should be staffed
Process: Internal, External, Relation

39
Q

Context: Adequate Resource Examples (3-5)

A
  • Technology
  • Staffing
  • Administrative Assistance
  • Encouragement
  • Information
40
Q

Context: Leadership and Structure examples (3-5)

A
  • real team rather than a name
  • Setting clear and meaningful direction
  • structure supports working effectively
  • supportive external environment for teams
  • Provides expert coaching
41
Q

Context: Climate of Trust
- when are members more likely to take risks?

A
  • Promotes cooperation and inhibits free riding, take risk, be vulnerable
  • Trust should exist between members as well as between team members and leader
42
Q

Context: Performance Evaluation Rewards
And examples

A
  • Focus on group rewards not individual
  • Gainsharing, small group incentives
43
Q

Composition of Teams (5)

A

Skills, Personality, Roles, Diversity, Size

44
Q

Task-Oriented Roles

A
  • Group members ensure that tasks are accomplished
  • Initiators, information providers, information seekers, elaborators, summarizers and consensus makers
45
Q

Maintenance Roles

A
  • Group members maintain good relations within the group
  • Harmonizers, compromisers, gatekeepers, and encouragers
46
Q

Social Loafing

A

Tendency for individuals to expend less effort when working collectively than when working individually

47
Q

Process - Common Purpose

A

Have clearly defined missions, goals and strategies. Provide direction and guidance under any and all conditions

48
Q

Process: Specific Goals

A

Smart Goals

49
Q

Process: Team Efficacy

A

Members believe that collectively the team can achieve its mission/goal

50
Q

Process: Mental Models

A

Knowledge and beliefs about how work gets done

51
Q

Process: Managed Level of Conflict (2)

A
  • Effective teams resolve conflicts by explicitly discussing issues
  • Teams should learn from conflicts to prevent conflicts from happening again
52
Q

Accountability (2)

A
  • Successful teams make members individually and jointly accountable for team’s purpose, goals, and approach
  • Teams should have clear definition of personal and team responsibility

GMGT 2070 (9 decks)

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