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Dynamics of Groups in Organizations > Understanding, Leading, and Managing Work Groups > Flashcards

Understanding, Leading, and Managing Work Groups Flashcards

1
Q

Creative, innovative, and free thinking. Generates ideas and solves difficult problems.

A

Plant

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2
Q

Outgoing, enthusiastic, communicative. Explores opportunities and develops contacts.

A

Resource investigator

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3
Q

Mature, confident, identifies goals. Clarifies goals. Delegates effectively.

A

Co-ordinator

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4
Q

Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles.

A

Shaper

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5
Q

Sober, strategic, discerning. Sees all options and judges them objectively.

A

Monitor Evaluator

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6
Q

Cooperative, perceptive, and diplomatic. Listens and averts fiction.

A

Teamworker

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7
Q

Practical, reliable, efficient. Turns ideas into actions and organizes work to be done.

A

Implementer

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8
Q

Painstaking, conscientious, anxious. Polishes and perfects.

A

Completer finisher

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9
Q

Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.

A

Specialist

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10
Q

a tendency to behave, contribute, and interrelate with others in a particular way

A

team role (Belbin)

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11
Q

most natural team role(s)

A

preferred Team Roles

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12
Q

team role(s) we can assume when needed

A

manageable Team Roles

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13
Q

team role(s) we should not assume

A

least preferred Team Roles

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14
Q

Action oriented roles

A

Shaper, Implementer, Completer Finisher (SIC)

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15
Q

People oriented roles

A

Teamworker, Resource Investigator, Co-ordinator (TRiCo)

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16
Q

Thinking roles

A

Specialist, Monitor Evaluator, Plant (SMP)

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17
Q

High Concern for Ppl, High Concern for Results

A

Team Management

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18
Q

High Concern for Ppl, Low Concern for Results

A

Country Club Management

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19
Q

High Concern for Results, Low Concern for Ppl

A

Authority-Compliance

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20
Q

Low Concern for Results + Ppl

A

Impoverished Management

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21
Q

Mid Concern for results and ppl

A

Middle of the Road Management

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22
Q

Axes: Concern for results and concern for people

A

Managerial Grid

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23
Q

Taxonomy of Leadership Behaviors

A

Task-Oriented, Relationship-Oriented, Change-Oriented, External Leadership-Oriented

24
Q

Axes: Supportive relationship, Task Behavior/Directive

A

Situational leadership

25
Q

High Directive, High Support

A

Coaching/Selling

26
Q

Low Directive, Low Support

A

Delegating/Observing

27
Q

High Directive, Low Support

A

Directing/Telling

28
Q

Low Directive, High Support

A

Supporting/Participating

29
Q

Follower-led

A

Supporting/Participating, Delegating/Observing

30
Q

Leader-driven

A

Coaching/Selling, Directing/Telling

31
Q

Effective : Directing :: ??? : Ineffective

A

Directing vs. Coercing

32
Q

Effective : Coaching :: ??? : Ineffective

A

Coaching vs. Manipulating

33
Q

Effective : Supporting :: ??? : Ineffective

A

Supporting vs. Patronizing

34
Q

Effective : Delegating :: ??? : Ineffective

A

Delegating vs. Avoiding

35
Q

Transformational Leadership

A

Challenge the process
Inspiring a shared vision
Enabling others to act
Modeling the way
Encouraging the heart

36
Q

Triangle of functional teams

A
  1. Delivering Results
  2. Mutual Accountability
  3. Commitment
  4. Surface and Resolve Conflict-dialogue
  5. Trust and Respect
37
Q

Elements of Team Effectiveness

A
  1. Clear goals and roles
  2. Standards
  3. Leadership
  4. Concern for members’ welfare
  5. Use of team resources
  6. participative decision-making
  7. diversity of ideas
38
Q

elements of standards

A

procedures, norms, quality checks

39
Q

elements of team resources

A

communication, feedback, members’ skills

40
Q

a follower-centric perspective that assumes that followers have their own schemas of an ideal leader

A

Implicit Leadership Theory

41
Q

three themes of leading during crisis

A

attending to the person, taking charge and showing the way forward and sustaining the spirit.

42
Q

Charisma is a particular salient aspect of leadership across cultures. But what is ALSO important to Filipino followers during a crisis?

A

leaders’ actions are more personal in nature, communicating care for the individual

43
Q

interaction within a work group is primarily aimed at _______ ___ to achieve goals and make decisions in individual areas of

A

sharing info

44
Q

Teams are also characterized as having members who identify highly with the team than other groups, who try to decrease power _______ and _________ among members,

A

power differentiation, social distance

45
Q

Three main categories of roles

A

group task, group building/maintenance, individual

46
Q

Four team roles (Belbin, 1996)

A

Leadership, Work Producer, Liaison and Team Maintenance.

47
Q

Leadership roles

A

leader, shaper

48
Q

Work Producer roles

A

worker, creator and complete finisher

49
Q

team maintenance roles

A

team facilitator and monitor-evaluator

50
Q

ex. of liaison role

A

resource investigator (unofficially)

51
Q

what factors make loafing more likely?

A
  1. No measurement of individual performance
  2. When tasks are simple and additive rather than interdependent and complex
52
Q

What two influences lead to conformity?

A

Informational influence – desire to be right; Normative influence – desire to be liked

53
Q

Hackman’s three criteria to assess team effectiveness

A
  1. productive output of the work group should meet or exceed the performance standards of the people who receive and/or review the output.
  2. social processes used in carrying out the work should maintain or enhance the capability of members to work together
  3. group experience should satisfy rather than frustrate the personal needs
54
Q

Assumptions of IPO

A

antecedent factors (inputs) that facilitate or hinder teamwork (processes) which in turn determine the results of team activities (output)

55
Q

Critiques of IPO

A
  1. uses process to describe affective and cognitive states (not processes)
  2. doesn’t take into account how feedback affects the next set of IPOs
  3. implies linear relationship between I, P, O
56
Q

roles are described by (three things)

A

authority, responsibilities, tasks (ART)

Dynamics of Groups in Organizations (2 decks)

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