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comm 222: organizational behavior > chapter 7: groups and teamwork > Flashcards

chapter 7: groups and teamwork Flashcards

1
Q

what are groups?

A

two or + people interacting interdependently to achieve a common goal

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2
Q

why is group membership important?

A

it exerts influence on us

provides a context where we can exert influence on others

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3
Q

what are formal groups?

why are they around?

A

manager and employees to report to the manager

established by organizations to facilitate the achievement of organizational goals

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4
Q

give two common type of group works

A

project teams

committees

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5
Q

what are informal groups

A

groups that e merge naturally in response to common interests

they can have a positive or negative impact on an organization

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6
Q

why are groups (for work) very complex?

A

They require a fair amount of negotiation & trial-and-error before individual members begin to function as a true group

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7
Q

what are the stages of group development

A

forming

storming

norming

performing

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8
Q

forming stage

A

Group members try to orient themselves by “testing the waters” (observing and listening)

situation is often ambiguous

members are aware of their dependency on each other

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9
Q

storming stage

A

confrontation and criticism occur

members determine wether they go along with way the group is developing

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10
Q

norming stage

A

Members resolve the issues that provoked the storming

they develop social consensus

Compromise is often necessary.

Norms are agreed on and the group becomes more cohesive.

Information and opinions flow freely

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11
Q

performing stage

A

group devotes its energies toward task accomplishment

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12
Q

adjourning stage

A

members celebrate completing the task and shiiid

I honestly don’t know why this should be relevant

mostly applicable to groups that haven’t met before

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13
Q

do all the groups go through all these stages?

A

nah boy

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14
Q

what is the punctuated equilibrium model?

A

describes how groups with deadlines are affected by their first meetings & crucial midpoint transitions

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15
Q

what is Phase 1 of the punctuated equilibrium model?

A

Sets agenda and tone for the phase until the midpoint

The group gathers info & holds meetings

makes little visible progress toward the goal

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16
Q

what are the stages according to the punctuated equilibrium model?

A

Phase 1

Midpoint

Project deadline (phase 2)

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17
Q

what is included in the group structure?

A

basic structural characteristics along which groups vary are size & member diversity

group norms, roles, status, & cohesiveness

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18
Q

satisfaction is higher in bigger or smaller groups?

why?

A

satisfaction is higher in smaller groups

The chance to work on and develop friendships decrease as size increases

Larger groups might cause conflict and disagreement

As size increases, the time available for verbal participation by each member decreases

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19
Q

what is the midpoint transition stage in the punctuated equilibrium model?

A

The transition marks a change in the group’s approach

crystallizes the group’s activities for Phase 2

this is where it decides wether you mess up or nah

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20
Q

what is the project deadline phase in the punctuated equilibrium model?

A

decisions and approaches from the midpoint are applied

concludes with a final meeting that reveals an eruption of activity & concern for how outsiders will evaluate the project

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21
Q

what does the groups size and performance depend on?

A

on the task to complete

how we define good performance

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22
Q

what are the types of group tasks?

A

additive tasks

disjunctive tasks

conjunctive tasks

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23
Q

additive tasks

A

group performance is dependent on the sum of the performance of individual group members

potential performance of the group increases with group size

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24
Q

disjunctive tasks

A

group performance is dependent on the performance of the best group member

potential performance also increases with group size

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25
Q

conjunctive tasks

A

group performance is limited by the performance of the poorest group member

Both the potential and actual performance will decrease as group size increases

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26
Q

building a house is what type of task?

A

additive task

you need electrician, architect, construction guys, drug dealers

basically everyone

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27
Q

what are process losses?

for conjunctive tasks

A

performance difficulties that arise from the problems of motivating & coordinating larger groups

the larger the group is, marginal process loss will increase, wh

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28
Q

what is the effect of larger groups on process loss, potential productivity, and actual performance?

(for conjunctive tasks)

A

the larger the group is, the more marginal process loss there will be

the larger the group, the less marginal potential productivity

all in all, the larger the group, the more the overall actual performance decreases

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29
Q

what is actual performance

for conjunctive tasks

A

potential performance - process losses

30
Q

is actual performance always gonna decrease when a group increases?

(for conjunctive tasks)

A

nah

it hits peak at one point

but it dips massively

31
Q

what is a problem with diversity in groups

A

more difficult time communicating

the group steps or processes take longer

32
Q

what is an advantage of diversity in groups?

A

sometimes perform better on tasks that require creativity & innovation

33
Q

what are social norms

A

collective expectations that members of social units have about what type of shit to do and not to do

34
Q

normative influence is usually conscious or unconscious?

A

unconscious

35
Q

when are we ware of normative influence?

A

only aware of it in special circumstances

ex: when we enter new social situations

36
Q

why do norms develop?

A

Norms provide regularity & predictability to behaviour

provides psychological security

permits us to carry out our daily business with minimal disruption

37
Q

what allows for the development of norms?

A

behaviors that are generally accepted by everyone

if it benefits the vast majority as a whole or an organization, then it will be encouraged, hence turned into a norm

38
Q

what are the typical norms in organizations that affect behavior?

A

dress

performance

reward allocation

39
Q

why do individuals respect norms?

A

Norms correspond to private attitudes

often save time & prevent social confusion

groups have a range of rewards and punishments available to induce conformity to norms

40
Q

what are roles?

A

positions in a group that have a set of expected behaviours attached to them

41
Q

what are the cone¡sequences of role conflict?

A

job dissatisfaction

stress reactions

lowered organizational commitment

turnover intentions

42
Q

assigned roles?

A

formally prescribed by an organization

divide labour & responsibility to facilitate task achievement

Indicate “who does what” & “who can tell others what to do.”

43
Q

emergent roles

A

roles develop naturally

meet the social-emotional needs of group members

assists in formal job accomplishment

44
Q

when does role ambiguity arise?

A

when the goals of one’s job or the methods of performing it are unclear

45
Q

what ar elements that can lead to role ambiguity?

A

Organizational factors

the role sender

the focal person

46
Q

what are the consequences of status differences?

A

affects the ways in which people communicate with each other

Most people like to communicate with others at their own status or higher

they often vag on those who are below them

47
Q

what is group cohesiveness?

A

Degree to which a group is especially attractive to its members

degree to which members want to stay in the group

degree to which they describe the group in favourable terms

48
Q

what are the facts affecting group cohesiveness?

A

member diversity

success

size

threat and competition

toughness of initiation

49
Q

member diversity

A

Groups that are diverse in terms of gender, age, & race can have a harder time becoming cohesive

50
Q

how can we make sure that dissimilarities are not as apparent when a group is heavily diversified?

A

make sure the group is in agreement to how to complete a task

its success will often outweigh surface dissimilarity

51
Q

what is the effect of success on group cohesiveness?

A

When a group accomplishes a goal, members feel pride and tend to become more cooperative with each other

group is more attractive to its members

52
Q

how can treat and competition affect group cohesiveness?

A

it can force members to work together when group goals are in danger

external threats to survive have often resulted in greater cohesiveness

53
Q

how can the size of a group affect group cohesiveness

A

Larger groups have a more difficult time in becoming and staying cohesive

more difficult time in agreeing on goals

more problems communicating and coordinating efforts

54
Q

how can toughness of initiation affect group cohesiveness?

A

Groups that are tough to get into are more attractive than those that are easy to join

55
Q

what are the consequences of cohesiveness?

A

more participation (less turnover and less absenteeism)

more conformity (respect of group norms)

more success (achieving goals, and higher performance)

56
Q

Why are cohesive groups effective at goal accomplishment?

A

Participation and communication + conformity → agreement → goals

57
Q

Should managers attempt to increase the cohesiveness of work groups?

A

if goals to achieve by a group correspond with those of the organization, increased cohesiveness should have
benefits for group performance

if the goals don’t correspond with the organization’s goals, organizational effectiveness might be threatened

58
Q

why are highly cohesive groups sometimes less productive then less productive groups?

A

In highly cohesive groups, the productivity of individual group members is similar to other
members

in less cohesive groups, there is more variation in productivity

59
Q

when is cohesiveness more likely to pay off?

A

when the task requires more interdependence

60
Q

what can make groups pursue goals that result in low productivity?

A

If the climate is marked by tension & disagreement

61
Q

what is social loafing?

A

tendency to refuse to give physical or intellectual effort when performing group tasks

Social loafing → low motivation

62
Q

where is social loafing usually more present?

A

in individualistic countries like in North America

63
Q

can social loafing create process losses?

A

yeeee

64
Q

what are the two forms that social loafing takes when creating process losses?

A

free rider effect

sucker effect

65
Q

free rider effect

A

people lower their effort to get a free ride at the expense of other group members

66
Q

sucker effect

A

people lower their effort because of the feeling that others are free riding

goal is to restore equity

67
Q

how to counteract social loafing

A

keep group size small to make individual performance seem more visible

Make sure that the work is interesting (intrinsic motivation should counteract social loafing)

Increase feelings of indispensability

Increase performance feedback

Reward group performance for effectiveness (members will monitor their peers)

68
Q

what are virtual teams

A

work groups that use technology to communicate and collaborate across time, space, and organizational boundaries

the primary feature of virtual teams is the lack of face-to-face contact between team members

69
Q

what are the advantages of virtual teams’

A

round-the-clock work

reduced travel time and cost

larger talent pool

70
Q

what are the challenged to virtual teams

A

trust is difficult to develop between virtual team members

comm 222: organizational behavior (13 decks)

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