Groups and Teams: Chapter 9 Flashcards
1
Q
group
A
- 2+ people with common interests, objectives, and continuing interaction
- maintain individual autonomy, individual accountability, and individual work products
2
Q
team
A
- type of group
1. complementary skills
2. exists to accomplish a goal
3. interdependent members
4. hold each other mutually accountable for their performance - shared work product
3
Q
work teams
A
- operate as a unit within a larger organization
- imposes ____ to influence performance:
1. climate
2. culture
3. leadership
4. resources
5. structure - emphasize shared leadership, mutual accountability, collective work products
4
Q
differences between groups and teams
A
- team can be a group, but group is not necessarily a team
- group = 1 leader usually / team = lead among themselves
5
Q
formal group
A
- “official” or “signed” groups
- perform tasks typically assigned by organization
- typically have established goals + metrics for measuring success
examples: project task forces, boards of directors, and temporary committees
6
Q
informal group
A
- “unofficial” or “emergent” groups
- prioritize social needs that may not be met by formal groups (feelings of accomplishment, inclusion, etc)
7
Q
diversity and informal groups
A
- typically more homogenous
- high level of cohesiveness, conformity,
- promote favourable interpersonal interactions
- increase member attachment and satisfaction
8
Q
diversity and formal groups
A
- typically more diversified
- important to make good decisions
- brings a variety of skills, abilities, and perspectives
9
Q
individual diversity
A
differences among individuals not explained by gender, culture, SES, but more personality
10
Q
different personalities in a team
A
- contributor
- collaborator
- communicator
- challenger
11
Q
contributor
A
- data-driven
- supplies necessary information
- adheres to high-performance standards
12
Q
collaborator
A
- sees the big picture
- able to keep a constant focus on the mission
- urge other members to join efforts for mission accomplishment
13
Q
communicator
A
- listens well
- facilitates the group’s process
- humanizes the collective effort
14
Q
challenger
A
- devil’s advocate
- questions mission purpose, methods, ethics
15
Q
boundary spanning
A
- integrator
- linking a group’s output to the external environment
16
Q
Tuckman’s 5 stage model
A
- forming
- storming
- norming
- performing
- adjourning
17
Q
Tuckman’s 5 stage model: forming
A
- little agreement
- unclear purpose
- require guidance and direction
18
Q
Tuckman’s 5 stage model: storming
A
- conflict
- increased clarity of purpose
- power struggles
- require coaching
19
Q
Tuckman’s 5 stage model: norming
A
- agreements and consensus
- clear roles and consensus
- requires facilitation
- focus turns from interpersonal relations to decision-making activities
20
Q
Tuckman’s 5 stage model: performing
A
- clear vision and purpose
- focus on goal achievement
- requires delegation
21
Q
Tuckman’s 5 stage model: adjourning
A
- task completion
- good feeling about achievement
- requires recognition
- everybody on the team moves on
22
Q
punctuated equilibrium model
A
- focuses on the timing of group achievements and status changes
- groups typically alternate between periods of inertia with little visible progress
- punctuated by bursts of energy as work groups develop (majority of work is completed here)
23
Q
norms of behaviour
A
- understood standards of behaviour within a group
- benchmarks against which team members are evaluated and judged by other members
- what members should or should not do
- some norms become rules, others don’t
- manage social B
24
Q
team norms can be ____
A
implicit or explicit
25
Q
implicit team norms
A
- unwritten
- silently expected
- unconsciously determined
26
Q
explicit team norms
A
- written
- expected (explicitly stated)
- determined among members or by a “leader”
