OP-Chapter5 Flashcards
Group
When two or more people are in direct interaction, over a sustained period of time, with role differentiation and with common goals, norms and values, with a “We-Feeling”, they form a group.
Team Management Styles: Work preference dimensions
- Extravert – Introvert: how you relate with others
- Practical – creative: how you gather information
- Analytical – beliefs: how you make decisions
- Structured – Flexible: how you organize yourself and others
Team management roles:
- Reporter-Adviser – Supporter, helper, tolerant; A collector of information; Dislikes being rushed; Knowledgeable; Flexible
- Creator-Inventor – Imaginative; Future-oriented; Enjoys complexity; Creative; Likes research work
- Explorer-Promoter – Persuader, “seller”; Likes varied, exciting, stimulating work; Easily bored; Influential and outgoing
- Assessor-Developer – Analytical and objective; Developer of ideas; Enjoys prototype or project work; Experimenter
- Thruster-Organizer – Organizes and implements; Quick to decide; Results- oriented; Sets up systems; Analytical
- Concluder-Producer – Practical; Production-oriented; Likes schedules and plans; Pride in reproducing goods and services; Values effectiveness and efficiency
- Controller-Inspector – Strong on control; Detail-oriented; Low need for people contact; An inspector of standards and procedures
- Upholder-Maintainer – Conservative, loyal, supportive; Personal values important; Strong sense of right and wrong; Work motivation based on purpose
Group process
Input-Process-Output
Typologies of Group Tasks: Steiner
- Disjunctive task
- Conjunctive task
- Additive task
Typologies of Group Tasks: Morris & Hackman
- Production task
- Discussion task
- Problem solving task
Stages of group Development
- Forming
- Storming
- Initial Integration
- Total Integration (/Norming)
- Adjourning (/Performing)
Decision making in groups
- Individual autocratic (relating to a ruler with absolute power)
- Authority/Expert based
- Average member’s opinions
- Minority rule
- Majority rule
- Consensus (a general agreement)
- Unanimity
Groupthink
The tendency of members in highly cohesive groups to lose their critical, evaluative capabilities.
Improving group decision making formula
Individual contributions + group process gains – group process losses = group decision effectiv.
Group Process Losses
- Lack of direction
- Lack of trust
- Diffusion of responsibilities
- Production blocking
- Power games
- Etc.
Teams vs. Groups
A team is a well functioning group, thus every team is a group, but not every group is a team.
Team Cohesiveness
The degree to which members are attracted to and motivated to remain as part of a team.
Cohesiveness and dependence
- High cohesiveness, low dependence: Absenteeism and fluctuation are low
- Low cohesiveness, high dependence: High absenteeism, low fluctuation
Specific Problem solving teams
Quality circles, Task force teams, (Partially) autonomous work teams, self-managing work teams
