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Organisational Behaviour > Groups and Teamwork > Flashcards

Groups and Teamwork Flashcards

1
Q

How are groups involved in organisations?

A
  • Group membership is essential to human behaviour and almost unavoidable
  • Working in groups/teams is central to organisational life, structure and design
  • Functioning group is more than the sum of its parts
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2
Q

Why do we care about teams?

A
  • Team conflict and cohesion relate to team effectiveness
  • Team effectiveness is an important predictor for team performance, satisfaction and productivity
  • Spillover effects of team performance to individual level and organisational level success
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3
Q

What is the definition of a group?

A

Any number of people who interact with one another, are psychologically aware of one another and perceive themselves to be a group (Schein, 1988)

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4
Q

What is the definition of a team?

A

Can be two or more people psychologically contracted together to achieve a goal

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5
Q

How can teams be distinguished from groups?

A

Team goals: groups don’t need to have goals

Shared leadership

Shared accountability

Self developed mission

Continuous problem solving

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6
Q

What is the difference between a formal and informal team?

A

Established by organisations vs emerging naturally e.g working on a project vs play on a sport team

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7
Q

Which types of work teams exist?

A
  • Problem solving
  • Functional
  • Virtual
  • Self managed
  • Cross functional
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8
Q

What is Tuckman’s (1977) Five Stage Theory of Group Development?

A

Shows how teams form:

  1. Forming
  2. Storming
  3. Norming
  4. Performing
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9
Q

What are the individual and group issues associated with forming?

A

“How do I fit in?”

“Why are we here?”

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10
Q

What are the individual and group issues associated with storming?

A

“What’s my role here?”

“Why are we fighting over who’s in charge and who does what?”

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11
Q

What are the individual and group issues associated with the norming stage?

A

“What do the others expect me to do?”

“Can we agree on roles and work as a team?”

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12
Q

What are the individual and group issues associated with performing?

A

“How can I best perform my role?”

“Can we do the job properly?”

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13
Q

What is the definition of forming from Five Stage Theory?

A
  • Defines leadership, roles and responsibilities

- Some levels of anxiety, impression management

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14
Q

What is the definition for storming from the Five Stage Theory?

A
  • More openness leads to potential disagreements
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15
Q

What is the definition of norming from Five Stage Theory?

A
  • Resolution of conflict

- Establish co-operation in order to achieve group purpose

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16
Q

What is the definition of performing from the Five Stage Theory?

A
  • Cohesiveness established

- Effective performance vis a vis goal

17
Q

What is the definition of adjourning from the Five Stage Theory?

A
  • Dissolving of group and return to individual tasks

- Experiences of sadness and sense of loss

18
Q

What implications does forming have for managers?

A
  • Purposefully pick teams
  • Establish team identity
  • Develop shared mental models
19
Q

What implications does storming have for managers?

A
  • Act as a resource to the team
  • Develop mutual trust
  • Calm the work environment
20
Q

What implications does norming have for managers?

A
  • Get constant feedback

- Transfer leadership

21
Q

What implications does performing have for managers?

A
  • Allow for flexibility in team roles

- Assist in timing and selection of new members

22
Q

What is the extended Tuckman model?

A

Includes de-norming, de-storming and de-forming

23
Q

What is de norming from the extended Tuckman Model?

A

A natural erosion of group standards of conduct. Group members drift in different directions.

24
Q

What is de storming from the extended Tuckman Model?

A

An undercurrent of discontent slowly comes to the surface. Individual resistance increases and cohesiveness declines.

25
Q

What is de forming from the extended Tuckman model?

A

Work group literally falls apart as subgroups battle for control

26
Q

What is the punctuated equilibrium model?

A

How teams with deadlines are affected by first meetings and crucial midpoint transitions.

27
Q

What is phase 1 of the punctuated equilibrium model?

A

First meeting to midpoint of existence, little progress is made

28
Q

What is the midpoint transaction of the punctuated equilibrium model?

A

Need to move forward is apparent

29
Q

What is phase 2 of the punctuated equilibrium model?

A

Decisions and approaches are played out

30
Q

What makes an effective team?

A
  • Commitment to group
  • Shared aims and objectives
  • Participation and consensual decision making
  • Openness, honesty, free flow of information
  • Resolution of conflict
  • Accepting group values and norms
31
Q

What are team norms?

A

Acceptable standards of behaviour within a team, they are agreed upon by members and relate to:

  • Performance
  • Appearance
  • Social interaction
  • Allocation of resources
32
Q

What is group cohesiveness?

A

Norming is often described as the cohesion stage which can create a team.

Cohesion = the degree to which a group is especially attractive to its members

Closeness or commonness of attitude, behaviour and performance

33
Q

What are the benefits of cohesiveness?

A

Co-operation and coordination, positive influence on motivation and morale, source for creativity and energy

34
Q

What do groups with high cohesiveness demonstrate?

A
  • Lower tension and anxiety
  • Less variation in productivity
  • Better member satisfaction, commitment, and communication
35
Q

What are the factors that affect group cohesiveness?

A

Group size: larger groups struggle to remain cohesive

Managed diversity: diverse groups often come up with better solutions

Group identity and healthy competition: external threat to survival helps cohesiveness

Success: more cohesive when they successfully accomplish goals

36
Q

What are the consequences of cohesiveness?

A
  • More participation in group activities
  • More conformity
  • More success

Organisational Behaviour (10 decks)

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