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Organisational Behaviour > Lecture 3 > Flashcards

Lecture 3 Flashcards

1
Q

Definition of group according to Schein?

A

A group is any number of people who:

  1. interact with one another;
  2. are psychologically aware of one another;
  3. perceive themselves to be a group.
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2
Q

What are the characteristics of an effective work group?

A
  1. A belief in shared aims and objectives
  2. A sense of belonging to the group
  3. Acceptance of group values and norms
  4. A feeling of mutual trust and dependency
  5. Full participation and consensus in decisions
  6. A free flow of information and communication
  7. Open expression of feelings and disagreements
  8. Conflict resolution within the group
  9. Low levels of staff turnover, absenteeism, etc.
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3
Q

Differences between groups and teams

A

Workgroups:

  1. GOAL: Share information
  2. SYNERGY: Are neutral or sometimes negative
  3. ACCOUNTABILITY: Individual
  4. SKILLS: Random and varied

Teams:

  1. GOAL: Collective perfomance
  2. SYNERGY: Positive
  3. ACCOUNTABILITY: Individual and mutual
  4. SKILLS: Complementary
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4
Q

Definition of team?

A

‘A group of people working towards common goals and objectives and sharing responsibility for the outcomes.’

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5
Q

What is the definition of team building?

A

Team building is the process of selecting and grouping team members effectively and developing good working relationships and practices enabling the team to steer and develop the work and reach their goals’.

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6
Q

Formal definition of group

A

A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

CAN BE FORMAL OR INFORMAL

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7
Q

Types of groups

A

Informal or formal

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8
Q

What is a formal group?

A

Formal groups: those defined by the organisation’s structure.

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9
Q

What is an informal group?

A

Informal groups: alliances that are neither formally structured nor organisationally determined.

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10
Q

Example of informal group?

A

three employees from different departments who regularly eat lunch together is an informal group

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11
Q

Example of formal group?

A

airline flight crew

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12
Q

What are the characteristics of formal groups and of informal groups?

A

Formal groups

  1. Are created to achieve specific organisational objectives and are concerned with the co-ordination of work activities
  2. Group members have defined roles and the nature of work tasks to be undertaken is a predominant feature of the group
  3. Goals are identified by management and rules and norms established
  4. Tend to be relatively permanent, although there may be a change in the membership of the team

Informal groups

  1. They are based on personal relationships and membership can cut across the formal structure of the organisation
  2. Serve to satisfy the psychological and social needs of group members not related necessarily to the tasks to be undertaken
  3. They appoint their own leader who resolves conflict and reflects the attitudes and values of the group
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13
Q

What are the characteristics of formal groups?

A

Formal groups

  1. Are created to achieve specific organisational objectives and are concerned with the co-ordination of work activities
  2. Group members have defined roles and the nature of work tasks to be undertaken is a predominant feature of the group
  3. Goals are identified by management and rules and norms established
  4. Tend to be relatively permanent, although there may be a change in the membership of the team
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14
Q

What are the characteristics of informal groups?

A

Informal groups

  1. They are based on personal relationships and membership can cut across the formal structure of the organisation
  2. Serve to satisfy the psychological and social needs of group members not related necessarily to the tasks to be undertaken
  3. They appoint their own leader who resolves conflict and reflects the attitudes and values of the group
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15
Q

What are the major functions of informal groups according to Lysons?

A
  1. The perpetuation of the informal group culture
  2. The maintenance of a communication system
  3. The implementation of social control
  4. The provision of interest and fun in work life
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16
Q

What are the reasons for the formation of groups or teams?

A
  1. Certain tasks can be performed through the combined efforts of a number of individuals working together.
  2. Collusion between members, e.g. to share unpopular tasks and aid creativity and initiative.
  3. Companionship, mutual understanding and support.
  4. Provide a sense of belonging, identity and status.
  5. Provide guidelines on generally acceptable behaviour.
  6. Offer protection for its membership.
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17
Q

What does social identity theory consider?

A

Social identity theory: considers when and why individuals consider themselves members of groups.

  1. People have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group.
  2. Social identities help us understand who we are and where we fit in with people.
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18
Q

What is in-group favouritism?

A

Ingroup favoritism occurs when we see members of our group as better than other people, and people not in our group as all the same.

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19
Q

What is an out-group?

A

Whenever there is an ingroup, there is by necessity an outgroup, which is sometimes everyone else, but is usually an identified group known by the ingroup’s members.

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20
Q

What is social identity threat?

A

Ingroups and outgroups pave the way for social identity threat, which is akin to stereotype threat.

Individuals believe they will be personally negatively evaluated due to their association with a devalued group, and they may lose confidence and performance effectiveness.

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21
Q

According to Rickards and Moger, how can a leader influence effective team development?

A

A leader can influence effective team development by:

  1. building a platform of understanding;
  2. creating a shared vision;
  3. a creative climate;
  4. a commitment to idea ownership;
  5. resilience to setbacks;
  6. developing networking skills;
  7. learning from experience.
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22
Q

According to Tuckman what are the group development and maturity phases/factors?

A
  1. Forming
    Initial formation: the ‘polite’ stage
  2. Storming
    Testing the group: power struggles and conflict
  3. Norming
    Consolidating: standards and guidelines are set
  4. Performing
    The effective operating stage
  5. Adjourning
    Disbanding once the task is complete
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23
Q

Describe the process of forming during team development

A

Forming

Initial formation: the ‘polite’ stage

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24
Q

Describe the process of storming during team development

A

Storming

Testing the group: power struggles and conflict

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25
Q

Describe the process of norming during team development

A

Norming

Consolidating: standards and guidelines are set

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26
Q

Describe the process of performing during team development

A

Performing

The effective operating stage

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27
Q

Describe the process of adjourning during team development

A

Adjourning

Disbanding once the task is complete

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28
Q

How do we build effective teams according to Yukl?

A

Managers should:

  1. Emphasise common interests and values.
  2. Use ceremonies and rituals.
  3. Use symbols to develop group identification.
  4. Encourage and facilitate social interaction.
  5. Tell people about group activities and achievements.
  6. Conduct process analysis sessions.
  7. Conduct alignment sessions.
  8. Increase incentives for mutual co-operation.
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29
Q

What is the role of team leader?

A

Building successful teams requires effective leadership with an emphasis on trust, clear communications, full participation and self-management.

‘The influence and usefulness of team leaders comes, not from their delivery of traditional supervisory and control methods, but from their ability to lead from the front and in training, coaching and counselling their team members to high standards of performance’. GRATTON

30
Q

Why are teams popular?

A
  1. Teams can achieve feats an individual could never accomplish.
  2. Teams are flexible and responsive to changing events.
  3. They can quickly assemble, deploy, refocus, and disband.
  4. They are an effective means to democratize organizations and increase employee involvement.
  5. They introduce a collaborative mindset.
31
Q

What are the four common types of teams?

A
  1. Problem solving
  2. Self-managed
  3. Cross-functional
  4. Virtual
  5. Multiteam systems
32
Q

What do problem solving teams do?

A

Used to be composed of 5–12 hourly employees from the same department who met for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. These problem-solving teams rarely had the authority to implement their suggested actions.

33
Q

What do self managed teams do?

A

Self-managed teams are groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities of supervisors.

34
Q

What do cross-functional teams do?

A

Cross-functional teams are made up of employees from about the same hierarchical level but different work areas, who come together to accomplish a task.

35
Q

What do virtual teams do?

A

Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal.

36
Q

What do multi-team systems do?

A

Multiteam systems are collections of two or more interdependent teams that share a superordinate goal – they are a team of teams.

37
Q

What are the characteristics of Virtual Teams?

A
  1. A collection of people who are geographically separated but still work together closely.
  2. The primary interaction among members is by some electronic information and communication process.
  3. Virtual teams can comprise people with different knowledge and be diverse.
  4. They require good leadership.
38
Q

What do virtual teams require?

A

They require good leadership.

39
Q

How do we motivate and lead virtual teams according to Garrett?

A
  1. Say hello
  2. Build trust
  3. Recruit with care
  4. Do not rely on email
  5. Encourage dissent
  6. Use technology thoughtfully
  7. Measure outcomes
  8. Use virtual teams to go where the talent is and work more efficiently
  9. Do not say virtual teams ‘aren’t quite the real thing’
40
Q

Describe the team effectiveness model

A

A. Context

  1. adequate resources
  2. leadership and structure
  3. climate of trust
  4. perfomance evaluation and reward systems

B. Composition

  1. Abilities of members
  2. Personality
  3. Allocating roles
  4. Diversity
  5. Cultural differences
  6. Size of teams
  7. Member preferences

C. Process

  1. Common purpose
  2. Specific goals
  3. Team efficacy
  4. Team cohesion
  5. Mental models
  6. Conflict models
  7. Social loafing
41
Q

What makes teams effective?

A

A. Team Context

  1. adequate resources
  2. leadership and structure
  3. climate of trust
  4. perfomance evaluation and reward systems

B. Team Composition

  1. Abilities of members
  2. Personality
  3. Allocating roles
  4. Diversity
  5. Cultural differences
  6. Size of teams
  7. Member preferences

C. Team Process

  1. Common purpose
  2. Specific goals
  3. Team efficacy
  4. Team cohesion
  5. Mental models
  6. Conflict models
  7. Social loafing
42
Q

What are the nine roles of potential team members?

A
  1. Linker
  2. Adviser
  3. Maintainer
  4. Controller
  5. Producer
  6. Organiser
  7. Assessor
  8. Promoter
  9. Creator
43
Q

Explain the nine roles of potential team members in a team

A
  1. LINKER: Coordinates and integrates
  2. ADVISER: Encourages the search for more information
  3. MAINTAINER: Fights external battles
  4. CONTROLLER: Examines details and enforces rules
  5. PRODUCER: Provides direction and follow-through
  6. ORGANISER: Provides structure
  7. ASSESSOR: Offers insightful analysis of options
  8. PROMOTER: Champions ideas after they’re initiated
  9. CREATOR: Initiates creative ideas.
44
Q

What are the important characteristics for an effective team with regard to team context?

A

A. Team Context

  1. adequate resources
  2. leadership and structure
  3. climate of trust
  4. perfomance evaluation and reward systems
45
Q

What are the important characteristics for an effective team with regard to team team processes?

A

C. Team Process

  1. Common purpose
  2. Specific goals
  3. Team efficacy
  4. Team cohesion
  5. Mental models
  6. Conflict models
  7. Social loafing
46
Q

What does reflexivity mean in teams?

A

Effective teams show reflexivity, meaning they reflect on and adjust their master plan when necessary.

47
Q

What is team efficacy?

A

Effective teams have confidence in themselves and believe they can succeed—this is team efficacy

48
Q

How can management increase team efficacy

A

Management can increase team efficacy by helping the team to achieve small successes and skill training.

Small successes build team confidence. The greater the abilities of team members, the greater the likelihood that the team will develop confidence and the capability to deliver that confidence.

49
Q

How can leaders foster positive team identity?

A

By recognizing individuals’ specific skills and abilities, as well as creating a climate of respect and inclusion, leaders and members can foster positive team identity and improved team outcomes. The term team cohesion means members are emotionally attached to one another and motivated toward the team because of their attachment.

50
Q

What is a team mental model?

A

Effective teams share accurate mental models—organized mental representations of the key elements within a team’s environment that team members share.

51
Q

What happens if team members have the wrong mental models?

A

If team members have the wrong mental models, which is particularly likely with teams under acute stress, their performance suffers.

If team members have different ideas about how to do things, the team will fight over how to do things rather than focus on what needs to be done.

52
Q

Is Conflict in a team bad?

A

Conflict on a team isn’t necessarily bad. Relationship conflicts—those based on interpersonal incompatibilities, tension, and animosity toward others—are almost always dysfunctional. When teams are performing nonroutine activities, disagreements about task content (called task conflicts) stimulate discussion, promote critical assessment of problems and options, and can lead to better team decisions. Both too much and too little disagreement about how a team should initially perform a creative task can inhibit performance.

53
Q

What types of conflict exist?

A
  1. Relationship conflicts: BAD

2. Task conflict: Productive

54
Q

What is relationship conflict?

A

Relationship conflicts—those based on interpersonal incompatibilities, tension, and animosity toward others—are almost always dysfunctional.

55
Q

What is task conflict?

A

When teams are performing nonroutine activities, disagreements about task content (called task conflicts) stimulate discussion, promote critical assessment of problems and options, and can lead to better team decisions. Both too much and too little disagreement about how a team should initially perform a creative task can inhibit performance.

56
Q

What is social loafing?

A

Social loafing occurs when individuals hide inside a group.

Effective teams undermine this tendency by making members individually and jointly accountable for the team’s purpose, goals, and approach.

Members should be clear on what they are individually and jointly responsible for.

57
Q

What is the Ringelmann effect?

A

Social loafing.

Tendency of individual members of a group to expend less effort than if they were working along.

Total group effort is therefore less than the expected sum of individual contributions.

58
Q

How do organisations create team players?

A
  1. Selecting: Hire team players
  2. Training: Create team players
  3. Rewarding: incentives to be a good team player
59
Q

What questions should we ask to understand whether we need teamwork or individual work?

A
  1. Can the work be done better by one person?
  2. Does the work create a common goal or purpose?
  3. Are the members of the group interdependent?
60
Q

What are the strengths and weakness of group decision making?

A

A. Strengths:

  1. More complete information and knowledge
  2. Increased diversity of views
  3. Increased acceptance of solutions

B. Weaknesses:

  1. Time consuming
  2. Conformity pressures
  3. Dominance of a few members
  4. Ambiguous responsibility
61
Q

What are the strengths of group decision making?

A
  1. More complete information and knowledge
  2. Increased diversity of views
  3. Increased acceptance of solutions
62
Q

What are the weaknesses of group decision making?

A
  1. Time consuming
  2. Conformity pressures
  3. Dominance of a few members
  4. Ambiguous responsibility
63
Q

Definition of Groupthink?

A

Situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.

64
Q

Definition of groupshift or group polarization?

A

A change between a group’s decision and an individual decision that a member within the group would make.

65
Q

What happens during groupshift?

A

Groupshift, also known as group polarization, describes the way of discussing a given set of alternatives and arriving at a solution whereby group members tend to exaggerate the initial positions they hold.

Groups generally shift toward a more extreme version of the group’s original position.

66
Q

What happens during groupthink?

A

Groupthink is related to norms and affects decision making.

It describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.

Groupthink is a disease that attacks many groups and can dramatically hinder performance.

67
Q

What is the risky shift phenomenon?

A

Instead of taking fewer risks and making safer or more conservative decisions, the reverse is often the case.

Preferences for conformity means that there is a tendency for groups to make more risky decisions than the individual members would.

68
Q

According to Janis, what is Groupthink?

A

‘A deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures’.

69
Q

What does groupthink result in?

A

Groupthink results in the propensity for the group to just drift along, and can be apparent in any organisational situation where groups are relied on to make important decisions.

70
Q

What is the definition of brainstorming or thought showers?

A

Brainstorming or ‘thought showers’ involve the group adopting a…

‘freewheeling attitude and generating as many ideas as possible, the more wild or apparently far-fetched the better’.

71
Q

What mechanism can overcome pressures for conformity?

A

Brainstorming

72
Q

What happens during a brainstorming session?

A
  1. The group leader states the problem.
  2. Members then “free-wheel” as many alternatives as they can.
  3. No criticism is allowed.
  4. One idea stimulates others, and group members are encouraged to “think the unusual.”

Organisational Behaviour (9 decks)

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