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10 Business Studies > Teamwork > Flashcards

Teamwork Flashcards

1
Q

What is teamwork essential for?

A

In order for tasks to be done optimally

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2
Q

What happens overall when teamwork takes place?

A

Total time is reduced, use experts in each field in order to get best quality

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3
Q

Why do teams not always run smoothly?

A

Different personalities, ideas, goals and working towards a common goal, own agendas

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4
Q

Define conference

A

Confusion of ma multiplied by number present

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5
Q

Define conference room

A

A place where everybody talks, nobody listens and everybody disagrees later

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6
Q

Define compromise

A

Art of dividing a cake in such a way that everybody believes they got the biggest piece

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7
Q

Define committee

A

Individuals who can do nothing individually and sit to decide that nothing can be done together

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8
Q

Define experience

A

Name men give to their mistakes

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9
Q

Define boss

A

Someone who is early when you are late, and late when you are early

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10
Q

What is important to set aside when experiencing problems?

A

Personal issues, be prepared to compromise, and learn how to work together in team environment

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11
Q

What does training team members to work effectively do?

A

Solve problems

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12
Q

How many types teams are there?

A

Two types

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13
Q

Name the two teams?

A
  1. Informal
  2. Formal
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14
Q

Define informal teams

A

Groups of people who gravitate towards each other due to common interests and shared goals

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15
Q

How do informal teams happen in work?

A

Socialising

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16
Q

What characteristics are found in informal teams?

A

Fiercely loyal

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17
Q

What type of code of conduct do informal teams have?

A

Follow their own, protecting members against outsiders

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18
Q

What type of rules do informal teams have?

A

No rules

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19
Q

How are formal teams created?

A

Management

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20
Q

Define formal teams

A

Work towards achieving the goals of the organisation

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21
Q

What happens to democratic management in formal teams?

A

May have the choice of which teams they belong to

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22
Q

How are organisational goals achieved?

A

Dividing them into subgoals for very it’s teams to achieve

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23
Q

Define LTCD method

A

Leader, thinker, carer and doer

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24
Q

How can problems be avoided in teams?

A

Rolls are more clearly defined and correctly allocated

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25
Q

Name of the aspects that need to be considered when allocating roles

A
  • aim
  • size
  • life span
  • strengths and weaknesses
  • available resources
  • accountability
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26
Q

What happens to members in a small team?

A

They need to double up on roles

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27
Q

What happens to members in a big team?

A

Several members playing similar roles

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28
Q

What could too many similar strengths lead to?

A

Conflict

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29
Q

What does weaknesses that are not compensated for lead to?

A

Serious problems

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30
Q

What is the greatest factor when it comes to the strengths and weaknesses of each member?

A

Availability of a leader

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31
Q

What happens if none of the members have a leadership qualities?

A

Substantial problems in operating

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32
Q

Name examples of resources

A

Financing and equipment

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33
Q

What can compensate for problems that teams experience?

A

Resources such as financing and equipment

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34
Q

What is always limited?

A

Resources

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35
Q

What should one person do to coordinate something?

A

Take responsibility

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36
Q

Who is accountable for everything that happens in an organisation?

A

The manager and CEO

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37
Q

Define team processes

A

The different steps are team goes through from start to finish. Stage of team development

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38
Q

How do you informal teams has team processes?

A

They instinctively go through most of the stages

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39
Q

List the team processes

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
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40
Q

Define the forming stage

A

Unrelated members are either allocated or spontaneously come together to start a team

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41
Q

Define storming stage

A

Team members find the roles and test those of fellow members.

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42
Q

What is the most volatile stage in team processes?

A

Storming

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43
Q

What is part of the creative process in storming?

A

Ideas, discussion, disagreements, and dissension

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44
Q

What should be noted in storming?

A

Members past experiences - potential future resources

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45
Q

Define norming

A

Team starts to gel and begins to work towards common goal

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46
Q

Who team roles assigned by?

A

Leader or assumed

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47
Q

What is reached in norming?

A

Agreements leaders are all happy to agree with

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48
Q

How will team briefing occur in norming?

A

The leader allocates roles, specifies aims, and sets up working methods

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49
Q

What will happen when there are a lot of possible ideas in norming?

A

One will be prioritised, and analysed to see if its viable

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50
Q

What happens if the possible idea is not viable in norming?

A

Process will be repeated until a workable solution is found

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51
Q

What should members ask for in norming?

A

For forgiveness

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52
Q

What happens in the performing step?

A

Work is done

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53
Q

What may members do in the performing step?

A

Move off to complete their allocated tasks or break into sub teams to the bed sections on the task

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54
Q

When are barriers and problems addressed and solved?

A

In performing as it allows the team to proceed

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55
Q

What is productivity determined by in performing?

A

Cohesion and buying of the group members

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56
Q

Which stage is the longest stage?

A

Performing is the longest lasting but it depends on the nature of the task at hand

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57
Q

What are the two things adjourning is made up of?

A

Mourning and transforming

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58
Q

When does adjourning occurred?

A

When the task is completed or realisation is reached that it will not be successful

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59
Q

What may occur if the task is unsuccessful?

A

Mourning

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60
Q

Why would members mourn?

A

They may have formed close bonds and will have to reflect and ask questions before letting go

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61
Q

What happens to mourning if the business is successful?

A

Mourning process will be followed by a period of celebration and achievement reflection

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62
Q

And what will a team do in adjourning well they are transforming?

A

Transform and restart a new project, sometimes a different members or new goals

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63
Q

Define team dynamics

A

How well a team works together

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64
Q

Due to the interaction between team members in team dynamics?

A

Constant push and pull effect of actions and reactions

65
Q

How should problems be addressed in team dynamics?

A

With enthusiasm, open minds and flexibility to adjust planning - new aspects introduced

66
Q

Why should one understand all the underlying tensions and issues?

A

To avoid conflict and problems

67
Q

What is fundamental to the success of a group in team dynamics?

A

Identify and tackle the problem early

68
Q

What should your team attitude be?

A

Recording the task at hand - positive

69
Q

What is positive team spirit?

A

Lots of motivational talk, enthusiasm, cheerleaders, supporters singing, wearing team colours

70
Q

What is a demotivated team like?

A

Forced to participate - difficult to get enthusiastic and give your best

71
Q

What are demotivated teams like from the start?

A

Doomed from the start, unless string leader and good motivator

72
Q

What is attitude?

A

The fundamental building block in creating successful team dynamics

73
Q

Define team briefing

A

Optimum team dynamics
Communication of goals and processes

74
Q

What is the role of the leader in team briefing?

A

Anatoly se the available information, tile and budgets

75
Q

What should team members leave the team briefing as?

A

Knowing what the bigger goal is, their part in it and timeline

76
Q

Why is team synergy important?

A

Achieving the same goals

77
Q

Define synergy

A

The process of optimal cooperation where the team together achieves more than the individuals could on their own

78
Q

What is synergy achieved through?

A

Consensus ( everyone agrees)

79
Q

Why is compromising needed?

A

An issue is discussed and a dragoons with taken with majority happy

80
Q

What does any one team member who is not working properly become?

A

The weakest link - problem to the team

81
Q

What does the weakest link make the team do?

A

Compensate, which puts strain and affects inter-relationships, attitudes, and general performance

82
Q

Name the two problems the weakest link causes

A
  1. Team is constituted without necessary skills
  2. Team member does not do their part, absent or let’s down
83
Q

Why should one do the SWOT analysis?

A

Evaluate team in detail before starting

84
Q

What does member not doing their part lead to?

A

Crisis management - puts stress on remaining members

85
Q

Why is it important to do planning and stick to deadlines?

A

In case a member is absent or does not do their part

86
Q

What are team dynamic theories?

A

The way that members of a team pool their resources, skills and expertise and work together to attain a common goal

87
Q

Name the types of team dynamic theories

A
  1. General theories
  2. Specific theories
88
Q

What are general theories?

A

Easy to apply and have DIY approach

89
Q

Name examples of general theories

A

Bali i’m theory and Group Consensus

90
Q

What are specific theories?

A

Based on analytical questionnaires and programmes - analyse group members and team combinations in detail + professional

91
Q

What will companies pay in specific theories?

A

Experts to come in and analyse their management team or specific project team

92
Q

Why is experts expensive in specific theories?

A

Only done for permanent team structures

93
Q

Define group consensus

A

Decision making tool, requires members of a team to reach mutual consent

94
Q

What does consensus refer to?

A

Both the final decision and the process of arriving at the decision

95
Q

Why is it important to reach consensus?

A

Consequences of implementing the decision will affect the entire group and broader community

96
Q

Why is it important for all members to take ownership of decision?

A

Consequences of group consensus

97
Q

What is an important part of reaching consensus?

A

Compromising

98
Q

Why will contentious points be discussed?

A

Try and persuade a team member who disagrees with the majority

99
Q

What happens if consensus can’t be reached?

A

Dissenting team member may withdraw or force team to change proposal and process

100
Q

What happens if you can’t agree in consensus?

A

Give alternative

101
Q

Why is the Jungian Theory?

A

Most widely used and researched theory of personality in the world

102
Q

What does Jungian Theory form the basis of?

A

MTR-I and Margerison-McCann profiles

103
Q

Who founded the concept of analytical psychology?

A

Carl Jung - Swiss psychologist

104
Q

What was based on Carl Jung’s work?

A

Myers-Briggs personality test and AA program

105
Q

What does MTR-I refer to?

A

Management Team Roles Indicator

106
Q

What is the management teams role indicator?

A

An approach that looks at what is needed to close the gap between desired an actual team performance

107
Q

What does the management team role indicator identify?

A

Specific roles for individuals and enables them to work towards their own strengths

108
Q

What is the management team role indicator based on?

A

Siri that people who are not optimally used will not contribute as much as those who are working within their personal preferences

109
Q

What is the management team row indicator used for?

A

Decision-making and team collaboration – looks at the weather team functions as a whole and individuals

110
Q

When will team dynamics also shift?

A

A new member joins the team at any time or someone leaves

111
Q

What aspects is the MRT-I based on?

A
  1. collective competencies
  2. Behavioural styles
  3. Team bars
112
Q

Define collective competencies

A

The synergy of the team that can only be achieved by working together

113
Q

Define behavioural styles

A

Styles based on Jungs personality types. Identify behaviours that will lead to optimal success

114
Q

Define team bars

A

Behaviourally anchored rating scale – scale for measuring individual performance

115
Q

What does the team dynamic theory look at?

A

Identifying individuals through different stages of the team process

116
Q

What is the Margerison-McCann profiles?

A

It acknowledges that a team works at different levels are different times and takes into consideration the work preferences

117
Q

What happens after completing comprehensive surveys?

A

Team members each receive a detailed individual analysis – ultimately allows the team to utilise drinks and optimise team effort

118
Q

What is an advantage of the Margerison-McCann profiles?

A

This system is the ability to work with diversity and balanced team roles – provides guidelines for managing conflict

119
Q

How do you projects differ from normal work?

A

They are definable tasks which are resourced with specific team members, budget and other resources – achieve identifiable outcome

120
Q

How long do projects take?

A

Smaller projects can be short-term and larger projects can take years

121
Q

What is the project manager?

A

Pivotal to the success of the project and they are responsible to all the stakeholders in the process

122
Q

What is a sponsor?

A

The person who commissioned the project

123
Q

What are the suppliers?

A

Businesses that are providing resources in the form of products or services

124
Q

What are the clients?

A

Beneficiaries of the project.

125
Q

What is the clients known as in an economically driven project?

A

The client will ultimately pay

126
Q

What is the clients known as in an CSI initiative?

A

The client is benefiting but funding will come from suppliers – donor

127
Q

What a team leaders?

A

The people who are in charge of subsections of the project. They would have the team under them to accomplish specific tasks

128
Q

What are other stakeholders?

A

Depends on the type of project. Ever to new product development the society would benefit and the government

129
Q

What would the project manager be in charge of?

A

Planning, organising, leading and controlling the project

130
Q

What would be necessary if there was a large-scale project in terms of the project manager?

A

Delegate some of these roles to experts in their fields

131
Q

What is the project life-cycle?

A

When problems are experienced at any stage of a project, it may be necessary to backtrack to a previous step in order to resolve the problem. Same processes of as team processes

132
Q

What is a project charter?

A

Allows all participants to work towards a common goal and define and communicate their expectations to avoid misunderstanding is

133
Q

What form is a project charter?

A

Often the documents that will be used when applying for funding is from banks or donors

134
Q

How should a project we planned?

A

Using smart goals

135
Q

How do you smarter goals help with planning a project?

A

It is easy to see that recording both progress and accomplishments are essential

136
Q

What happens during the initiation stage of the project charter?

A

A project charter is drawn up which includes

137
Q

What does the project charter include?

A
  • the purpose statement
  • the scope statement
  • project outcomes
  • environmental scaning
  • budget
  • chain of command
  • precautions, exemptions and risks
138
Q

What is the purpose statement?

A

It’s the reason why we are doing this.

139
Q

What is the scope statement?

A

What is included in the project and how big is it going to be. Pre-Sign contracts and agreements form the basis of this

140
Q

What is the project creep?

A

Pictures are added to the original requirements

141
Q

What is the project outcomes?

A

Ultimate goals need to be quantified and precisely defined – all stakeholders have a common understanding

142
Q

What is environmental scanning?

A

May include micro and market environment and the use of swot analysis. Macro environment will necessitate the use of pestle analysis

143
Q

What a budget?

A

Or resources cost money, unless people are donating their time.

144
Q

What would Jonas want accountability for in terms of budget?

A

The efficient use of their funds

145
Q

What is the chain of command?

A

Organogram - include vital guidelines to what information needs to be communicated (whom, when, what format)

146
Q

What are precautions, assumptions and risks?

A

Document and address each of these aspects along with Plan B and any risk management strategies

147
Q

Define conflict

A

Estate of disharmony or a clash between different people, situations, ideas or elements

148
Q

What are the two types of conflict?

A

Functional or dysfunctional

149
Q

Define functional conflict

A

Positive, non-aggressive and stimulating creativity or better performance

150
Q

Define dysfunctional conflict

A

Aggressive, negative and hampering productivity

151
Q

How can people experience in a conflict?

A

They are having trouble making decisions

152
Q

What is the most important aspect of managing conflict?

A

Addressing issues before they get flown out of her portion

153
Q

What are the most basic steps in conflict management?

A

Educating employees around negotiation, conciliation, mediation and arbitration

154
Q

Define negotiation

A

The two parties sit down and try to come to a compromise by themselves

155
Q

Define conciliation

A

Third-party get involved but only to facilitate the discussion

156
Q

Define mediation

A

The same person get more involved and will give advice, but ultimate decision is up to the original parties

157
Q

Define arbitration

A

The decision is taken out of hand of the original parties, and third-party he has to make a judgement calls

158
Q

What will good team dynamics result in?

A

Open communication and fear Miss understandings, ability to nip problems in the bud

159
Q

What does poor team dynamics increase?

A

The chances of conflict which again leads to the need for crisis management

10 Business Studies (17 decks)

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