Lecture 3: Teams and Leadership Flashcards
where is there a rise in teamwork focus? give 4 reasons
- more productive
- improves quality of life
- improves the org’s problem solving capabilities
- more natural - back to ancestral
how did the roles change as team work grows?
- manger became more of a coach
- team takes on traditionally managerial roles
- role of team members to monitor each other
what is a group?
two or more people acting independently to achieve a common objective
what is the diff between formal and informal groups?
formal:
- more structured
- intentionally created by the org to achieve an objective
informal:
- more spontaneous
- reflect commonalities between team members
what is subversion?
where objectives of informal groups may not align with those of host org (formal group)
what is the diff between work groups and work teams?
G:
- share info but little coordination of effort
- little sense of how their performance contributes to performance of overall org.
- doesn’t strive towards an externally imposed common objective
- does not recognise important of synergy
T:
- share info but ACT as a team
- team is aware that their performance is crucial to the org’s performance (link between what you do and what the organisation tries to achieve)
- strives towards an externally imposed common objective
- recognise the importance of synergy
t or f, groups create norms/ values of behaviour
True
how can groups exert influence over the group members?
exhortation, demonstration, coercion, bribery, shame etc
what is involved in the disciplinary effects of groups on behaviour?
conduct values identity influence all equals discipline
describe conduct in group membership influencing team dev.
what is acceptable behaviour?
individuals in the group conduct the others in the group by showing what is acceptable behaviour
describe values in group membership influencing team dev.
what is agreed collectively
what are the stages of Tuckman’s model of team dev?
forming, storming, norming, performing and adjourning
what is the core belief of Gersick’s punctuated equilibrium model?
that you have to go through punctuated equilibrium (trauma, conflict, storming stage) to perform at a higher level
what is a maintenance/process activity?
tasks where the team works on itself. eg, working out how will work best together as a team. internal activity of establishing a common purpose to work out how to achieve goals
what is a Task activity?
activities where the team focuses its efforts on the job at hand, eg. the actual assignment etc.
what are the downsides of teamwork?
- group think
- the ringelmann effect
- social loafing
- free-riding
- cultural differences individualism v collectivism
what is groupthink?
everybody thinking the same way
not going to be as innovative if there is a diversity of opinions
will lessen performance
what is the Ringelmann effect?
theory that sometimes adding more people doesn’t necessarily mean a better outcome will result (tug of war eg)
what is social loafing
slacking off because you can get away with it in a group setting
what is free riding?
similar to social loading
who introduced the theory of distributed leadership?
Barry - 1991
what is the core theory of distributed leadership?
that all necessary leadership qualities are unlikely to be found in one person, therefore must be shared throughout the team
what are the 4 skills in distributed leadership?
envisioning
organising
spanning
social
what is envisioning leadership?
seeing the bigger picture, creating a vision/purpose (maintenance activities)
what is organising leadership?
structure, focus on deadlines, details etc (task and maintenance)
what is spanning leadership?
reaching people outside the organisation, stopping group from becoming too isolated… coordinate team’s activities with the rest of the org.
(task and maintenance)
what is social leadership?
ensuring everyone is operating successfully within the group
conflict resolution
(maintenance)
