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ACCA: F1: D: Leading & Managing Individuals & Teams > Individuals, Groups & Teams > Flashcards

Individuals, Groups & Teams Flashcards

1
Q

Personality is…

A

…the total pattern of characteristic ways of thinking, feeling and behaving that constitute the individual’s distinctive method of relating to the environment

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2
Q

2 broad concepts in describing personality:

A
  1. Traits

2. Types

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3
Q

Personality should be compatible with work requirements in 3 ways:

A
  1. Task
  2. Systems & management culture
  3. Personalities in the team
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4
Q

Where personality incompatibilities occur, the manager has 3 options:

A
  1. Restore compatibility
  2. Achieve compromise
  3. Remove incompatible person
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5
Q

Perception is…

A

…the psychological process by which stimuli or in-coming sensory data are selected and organised into patterns which are meaningful to the individual

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6
Q

Perception may be determined by any or all of the following 4 factors:

A
  1. Context
  2. Nature of the stimuli
  3. Internal factors (hungry - pick the smell of food)
  4. Fear / trauma (too painful to see)
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7
Q

An attitude is…

A

…a mental state exerting a directive or dynamic influence upon the individual’s response to all objects and situations with which it is related

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8
Q

Intelligence is wider than IQ. It includes (5) attributes such as:

A
  1. Analytical intelligence
  2. Spatial intelligence (patterns and connections)
  3. Practical intelligence
  4. Intra-personal intelligence (Self-aware; stress)
  5. Inter-personal intelligence (empathy; co-operation)
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9
Q

Role Theory: (5)

A
  1. Role set (Group who respond to you in a role)
  2. Role ambiguity (Don’t know your role)
  3. Role incompatibility / conflict (2 roles at once)
  4. Role signs (Indicate the role you are in)
  5. Role models (Aspire to be like)
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10
Q

A group is…

A

…any collection of people who perceive themselves to be a group (sense of identity)

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11
Q

Groups are different from crowds in 3 ways:

A
  1. Sense of identity
  2. Loyalty to the group
  3. Purpose & leadership
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12
Q

A team is…

A

…a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves basically accountable

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13
Q

Teams are particularly well-adapted to 4 purposes:

A
  1. Work organisation
  2. Control
  3. Ideas generation
  4. Decision making
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14
Q

Potential drawbacks associated with teams include: (7)

A
  1. Not suitable for all jobs
  2. Introduced for better performance, NOT to feel better or more secure
  3. Delay decision making; compromise decision not right decision
  4. Social relationships at the expense of performance
  5. Restrict personality & flair
  6. ‘Group think’ - Ill-considered decisions
  7. Personality clashes & political behaviour
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15
Q

Multi-disciplinary teams contain…

A

…people from different departments

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16
Q

Multi-skilled teams contain…

A

…people who themselves have more than 1 skill

17
Q

Belbin’s team roles: A distinction is needed between:

A
  1. Team (process) role

2. Functional role

18
Q

Belbin identifies 9 team roles:

A
  1. Plant (Solves)
  2. Resource investigator (Explores)
  3. Coordinator (chairman: clarifies)
  4. Shaper (Drive & courage)
  5. Monitor-Evaluator (Sees all options)
  6. Team worker (Listens, builds, averts, calms)
  7. Implementer (company worker: Ideas into action)
  8. Completer-Finisher (Searches out errors)
  9. Specialist (Skills in rare supply)
19
Q

Rackham & Morgan developed categorisation of contributions people make to team discussion & decision-making: (9)

A
  1. Proposing
  2. Supporting
  3. Seeking information
  4. Giving information
  5. Blocking, difficulty stating
  6. Shutting out behaviour
  7. Bringing in behaviour
  8. Testing understanding
  9. Summarising
20
Q

Tuckman’s stages of group development:

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
    (5. Dorming (Complacent)
  5. Mourning / Adjourning)
21
Q

3 main issues in team building:

A
  1. Team identity
  2. Team solidarity
  3. Shared objectives
22
Q

Ways to reinforce Team identity: (5)

A
  1. Team name
  2. Badges or uniform
  3. Self-image (jargon)
  4. Mythology (Classic mistakes)
  5. Separate space
23
Q

Ways to reinforce Team solidarity: (5)

A
  1. Expressing solidarity
  2. Encourage interpersonal relationships
  3. Deal with conflict
  4. Control competition
  5. Encourage competition with other groups
24
Q

Criteria for team effectiveness: (3)

A
  1. Task performance
  2. Team functioning
  3. Team member satisfaction
25
Q

Reward schemes which focus on team performance: (3)

A
  1. Profit sharing
  2. Gain sharing
  3. Employee share option

ACCA: F1: D: Leading & Managing Individuals & Teams (7 decks)

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