Finals 13 Flashcards
Group
■ Dyad
■ Triad
■ Small Group
○ the extent to which group members like and trust one another, are committed to accomplishing
a team goal, and share a feeling of group pride
Group Cohesiveness
Factors Affecting Group Performance
● Group Cohesiveness
● Group Homogeneity
● Stability of Membership
● Isolation
● Outside Pressure
● Group Size
● Social Loafing
● Groupthink
● Group Polarization
● Teams
● Self-directed Teams
● Virtual Teams
● Project Teams
● Management Teams
● Production Team
● Service Teams
○ extent to which its members are similar
Group Homogeneity
○ extent to which its members are similar
Group Homogeneity
○ The greater this, the greater the cohesiveness.
○ groups in which members remain for long periods of time are more cohesive and perform
better than groups that have high turnover,
Stability of Membership
○ another variable that tends to increase a group’s cohesiveness.
Isolation
○ Groups that are pressured by outside forces also tend to become highly cohesive.
Outside Pressure
○ Groups are most cohesive and perform best when group size is small
Group Size
Group Size
Additive Tasks
Conjunctive Tasks
Disjunctive Tasks
- group’s performance is equal to the sum of the performances by each
group member
Additive Tasks
- group performance depends on the least effective group member (a
chain is only as strong as its weakest link)
Conjunctive Tasks
- group’s performance is based on the most talented group member.
Disjunctive Tasks
○ considers the effect on individual performance when people work together on a task
Social Loafing
Social Loafing
Free Rider
Sukcker Effect
■ when things are going well, a group member realizes that his effort is not necessary and
thus does not work as hard as he would if he were alone
Free Rider
■ social loafing occurs when a group member notices that other group members are not
working hard and thus are “playing him for a sucker.
Sukcker Effect
○ members become so cohesive and like-minded that they make poor decisions despite
contrary information that might reasonably lead them to other options
Groupthink
○ group members will shift their beliefs to a more extreme version of what they already believe
individually
Group Polarization
○ work best in situations in which (a) the job requires high levels of employee interaction
Teams
teams whose members are organized around work processes that complete an entire piece of
work requiring several interdependent tasks and have substantial autonomy over the
execution of those tasks
Self-directed Teams
○ teams whose members operate across space, time, and organizational boundaries and are
linked through information technologies to achieve organizational tasks
Virtual Teams
○ formed to produce one-time outputs such as creating a new product, installing a new software
system, or hiring a new employee.
Project Teams
○ coordinate, manage, advice, and direct employees and teams.
Management Teams
○ frontline employees producing tangible outputs
Production Team
○ attend the needs of the clients
Service Teams
Developmental Phases of a Team (Tuckman)
Forming Stage
Storming Stage
Norming Stage
Performing Stage
○ team members get to know each other and decide what roles each member will play.
Forming Stage
○ the good behavior disappears.
○ On an individual level, team members often become frustrated with their roles, show the stress of balancing
their previous duties with their new team responsibilities, and question whether they have the ability to
accomplish the goals set in the forming stage.
Storming Stage
○ the team works toward easing the tension from the storming stage.
Norming Stage
○ e team begins to accomplish its goals.
○ Group members make innovative suggestions, challenge one another without defensive responses,
Performing Stage
5 Cs of Effective Team Member Behavior
Cooperating
Coordinating
Communicating
Comforting
Conflict Handling
○ share resources, accommodate others
Cooperating
○ align work with others, keep the team on track
Coordinating
○ share info freely, efficiently, respectfully, and listen actively
Communicating
○ show empathy, provide emotional comfort, build confidence in others
Comforting
○ diagnose conflict sources, use best
Conflict Handling
Conflict Styles
Avoiding Style
Accommodating Style
Forcing Style
Collaborating Style
Compromising Style
○ ignore conflict and hope it will resolve itself
Avoiding Style
○ a person is so intent on settling a conflict that he gives in and risks hurting himself
Accommodating Style
○ handles conflict in a win-lose fashion and does what it takes to win, with little regard for the
other person
Forcing Style
○ wants to win but also wants the other person win as well
Collaborating Style
○ adopts give-and-take tactics that enable each side to get some of what it wants
Compromising Style
