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Human Behavior > Final 1 > Flashcards

Final 1 Flashcards

1
Q

Stages of a Team Development

A 
Forming
Storming
Norming 
Performing 
Adjourning
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2
Q

Members share personal information, start to get to know and accept one another and begin turning their attention toward the group’s tasks

A

Forming

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3
Q

An aura of courtesy prevails and interactions are often cautious

A

Forming

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4
Q

Members compete for status, jockey for positions of relative control and argue about appropriate directions for the group

A

Storming

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5
Q

External pressures interfere with the group and tensions rise between individuals as they assert themselves.

A

Storming

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6
Q

The group begins moving together in a cooperative fashion, and a tentative balance among competing forces is struck

A

Norming

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7
Q

Group norms emerge to guide individual behavior and cooperative feelings are increasingly evident

A

Norming

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8
Q

The group matures and learns to handle complex challenges

A

Performing

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9
Q

Functional roles are performed and fluidly exchanged as needed and tasks are efficiently acccomplished

A

Performing

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10
Q

Even the most successful groups,committees, and project teams disband sooner or later

A

Adjournment

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11
Q

It requires dissolving intense social relations and returning to permanent assignments

A

Adjournment

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12
Q

It is becoming even more frequent with the advent of flexible organizations which feature temporary groups

A

Adjourning

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13
Q

Differences between groups and teams

Dimension for comparison

A 
Work Products
Performance monitoring source
Focus of activity 
Leadership
View of conflict
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14
Q

Work Products

A

Group: Individual
Team: Collective

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15
Q

Performance Monitoring Source

A

External

Internal

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16
Q

Focus of Activity

A

Efficient task performance

Problem solving

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17
Q

Leadership

A

Single

Shared

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18
Q

View of conflict

A

Dysfunctional and discouraged

Functional and encouraged

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19
Q

When the members of a task team know their objectives, contribute responsibly and enthusiastically to the task and support one another

A

Teamwork

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20
Q

Four ingredients to contribute to the development of teamwork

A

Supportive environment
Skills matched to role requirements
Superordinate goals
Team rewards

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21
Q

They are the grand strategies created to bring order out of chaos when people work together

A

Organizations

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22
Q

They provide the skeletal structures that helps create predictable relationships among people, technology, jobs, and resources

A

Organization

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23
Q

Wherever people join in a common effort, it must be used to get productive results

A

Organizations

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24
Q

Process of starting with the total amount of work to be done and dividing it into divisions, departments, work clusters, jobs and assignments of responsibilities to people

A

Classical organization theory

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25
Q

Efficiency and integration of efforts are achieved by means of of ___

A

Division of work

Delegation

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26
Q

Creating levels of authority and functional units

A

Division of work

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27
Q

Assigning duties, authority, and responsibility to others

A

Delegation

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28
Q

Essentially mechanistic in their attempts to get people to act as efficiently and predictably as machines

A

Classical organizational structures

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29
Q

Functional units

A

Silos

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30
Q

Are more flexible, organic, and open.

A

Modern organizations

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31
Q

Tasks and roles are less rigidly defined

A

Modern organizations

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32
Q

Communication is more multidirectional

A

Modern organizations

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33
Q

It consists more of information and advice and joint problem solving than instruction and decisions

A

Communication

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34
Q

Often more effective in situations typical in the twenty first century

A

Organic forms

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35
Q

Work better if the environment is dynamic

A

Organic forms

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36
Q

They work better when tasks are not defined well enough to become doubting

A

Organic forms

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37
Q

They are more likely to be used within an organic form of organization

A

Teams

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38
Q

It is an overlay of one type of organization on another so that two chains of command are directing individual employees

A

Matrix organization

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39
Q

It is used especially for large, specialized projects that temporarily require large numbers of technical people with different skills to work in project teams

A

Matrix organization

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40
Q

It’s teams focused on single projects, permitting better planning and control to meet budgets and deadlines. Especially on repetitive projects

A

Matrix organization

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41
Q

The matrix organizational process when applied on a large scale across internal organizational boundaries narrows creates _\

A

Cross functional teams

42
Q

These are teams that draw their memmevers from more than one specialty area and often several

A

Cross functional teams

43
Q

They contain a high element of diversity at least interns of professional backgrounds and work specialization

A

Cross functional teams

44
Q

Cooperative small group in regular contact the team’s ongoing existence to make a task team clearly different from either a short term drcions making group (committee) or a project team in a matrix structure

A

Task team

45
Q

Ingredients of effective teams

A 
Supportive environment 
Skills and Role Clarity 
Superordinate goals
Team rewards
Empowered teams
46
Q

Teamwork is most likely to develop when management builds \_

A

Supportive environment

47
Q

Creating such an environment involves encouraging members e to think like a team providing adequate time for meetings, and demonstrating faith in member’s capacity

A

Supportive environment

48
Q

Team members must be reasonably qualified to perform their jobs and have the desire the cooperate.

A

Skills and Role Clarity

49
Q

Beyond these requirements, members can work together as a team only after all the members of the group know the roles of all the others with whom they will be interacting

A

Skills and role Clarity

50
Q

When this understanding exists, members can act immediately as a team on the basis of the requirements of that situation without waiting for someone to give an order

A

Skills and Role Clarity

51
Q

A major responsible of managers is to try to keep the team members oriented toward their overall task

A

Superordinate goals

52
Q

Sometimes, unfortunately an organization’s policies, record keeping requirements and reward systems may fragment individual efforts and discourage teamwork

A

Superordinate goals

53
Q

Which a higher goal that integrates the efforts of two or more persons

A

Superordinate goals

54
Q

It can be attained only if all parties carry their weight

A

Superordinate goals

55
Q

Such goals serve to focus attention, unity efforts, and stimulate more cohesive teams

A

Superordinate goals

56
Q

These may be financial or they may be in the form of recognition

A

Team rewards

57
Q

They are the most powerful if the are valued by team members, perceived as possible to earn, and administered contingent in the group’s task performance

A

Rewards

58
Q

Organizations need to achieve a careful balance between encouraging and rewarding individual initiative and growth stimulating full contributions to team success

A

Team rewards

59
Q

It may include the authority to select new members of the group make recommendations regarding a new supervisor or propose discipline for team members

A

Innovative (non financial) team rewards

60
Q

Plays a powerful role in team success just as it does in athletic teams

A

Empowered teams

61
Q

It will likely feel more motivated and empowered when they:

A

Share a sense of potency
Experience meaningfulness
Are given autonomy
Share impact on results

62
Q

Have a can-do attitude

A

Potency

63
Q

Have a commitment to worthwhile purpose

A

Meaningfulness

64
Q

Have freedom and discretion to control resources and make decisions

A

Autonomy

65
Q

Can assess, monitor and celebrate their contributions and results

A

Impact

66
Q

Potential team problems/ Two troublesome

A

Changing membership/composition

Social loafing

67
Q

Being compiled and dynamic, teamwork is sensitive to all aspect of organizational environment

A

Changing composition/membership

68
Q

Like the mighty oak, teamwork grows slowly but on occasion it declines quickly like the same oak crashing to the forest floor

A

Changing compositions/environment

69
Q

For example, too many changes and personnel transfers interferes with group relationships and prevent the growth of teamwork

A

Changing composition/membership

70
Q

Members may be drafted onto higher-priority projects they may experience a personal crisis I and take a family medical leave or they may be lured away to another company by better working conditions and rears and some teams most notably domain- automatically experience personal changes as players depart for the professional arena o find other priorities in their lives

A

Most teams earn to manage internal turnover

71
Q

The departure from classical

Lines of authority may be difficult for some employees to handle responsibly

A

Social loafing

72
Q

The extensive participation in decision making consum s large amounts of time

A

Social loafing

73
Q

The combination of individual efforts may not result in improved overall performance. For example, when employees think their contributions to a group cannot be measured, they may lessen their output and engage in

A

Special loafing (free rider effect)

74
Q

Causes include a perception of unfair division of labor, a belief that co-workers are lazy, or a feeling of being able to hide in a crowd and therefor not be able to be singled out for blame

A

Social loafing

75
Q

Social loafing may also arise if a member believes that others intend to withhold their efforts and thus, he or she would be foolish not to do the same

A

The sucker effect

76
Q

They need to integrate all these groups into one collaborative group

A

Higher-level managers

77
Q

They often rely heavily on team Goulding for both individual teams and large groups

A

Managers

78
Q

It encourages team members to examine how they work together, identify their weaknesses and develop more effective ways of cooperating

A

Team building

79
Q

The goal is to make the team more effective

A

Team building

80
Q

It is vital to team success-especially for new teams

A

Team coaching

81
Q

It involves a leader’s intentional effort and interaction with a team to help its members make appropriate use of their collective resources

A

Coaching

82
Q

Research has shown that it is most effective when it is task focused , timely, recognized as necessary by the teams and oriented toward one of the three unique issues

A

Coaching
Motivation of members
Performance method improvements
Knowledge/skill deficiency

83
Q

Clues/ The need for team building

A 
Interpersonal conflicts
Low degree of team morale
Confusion or disagreement 
Large influx of new members
Disagreement over the team's purpose 
Negative climate within the team
Stagnation within the team
84
Q

A highly participative process is used with team members providing data then using gen data for self-examination

A

Team building process

85
Q

They may assist the members in diagnosing and addressing the problems

A

Skilled facilitator

86
Q

Stages/Process in Team Building

A 
Identification of a problem
Collection of relevant data
Data feedback and confrontation
Problem solving experience 
On-the-job application and follow-up
87
Q

The facilitators who assist the development of effective teams need to apple a broad range of skills:

A

Consultation skills
Interpersonal skills
Presentational skills

88
Q

Diagnosing. Contracting and designing change

A

Consultation skills

89
Q

Trust building, coaching, and listening

A

Interpersonal skills

90
Q

Public speaking -‘s repost preparation

A

Presentational skills

91
Q

Two additional and closely related skills stand out as critical to success
Both team leader and members need

A

Process consultation

Feedback

92
Q

It is a set of activations gang help others focus on what is currently happening around them

A

Process consultation

93
Q

He holds up a mirror to tan members and helps see themselves in action

A

Process consultant/Facilitators

94
Q

They encourage employees to examine their intended versus their actual roles within the team, the ways in which the team discussed and solves problems

A

Process consultants/ facilitators

95
Q

Helpers, drawing upon several key facilitating behaviors.

A

Process consultants/ facilitators

96
Q

Team members need this so that they have useful data on which to base their decisions

A

Feedback

97
Q

It encourages them to understand how they re seen by others with their tenons take self-correcting actions

A

Feedback

98
Q

Groups that meet through the use of technological aids without all their members being present in the same location

A

Virtual teams

99
Q

These teams can either be dramatic success or dismal failures

A

Virtual teams

100
Q

Natural work groups that are given substantial autonomy and in return are asked to control their own behavior and produce significant results

A

Self managing teams

101
Q

Team members learn a wide range of relevant skills

A

Multi-skilling

102
Q

Spaces they can call their won within which they can control what happens

A

Employee territories

Human Behavior (4 decks)

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