AVM 111 AIR TRANSPO Flashcards
WHAT: “People organized to function cooperatively as a group.”
TEAM
The five elements that make teams function are
- Common commitment and purpose
- Specific performance goals
- Complementary skills
- Commitment to how the work gets done
- Mutual accountability
Keeping an eye on your team’s level of _______________ is very important and will enhance your team’s reputation and ability to navigate stakeholders within the organization.
emotional intelligence
The four stages of the Tuckman model are:
- Forming
- Storming
- Norming
- Performing
TUCKMAN MODEL: This begins with the introduction of team members. This is known as the “polite stage” in which the team is mainly focused on similarities and the group looks to the leader for structure and direction.
Forming stage
TUCKMAN MODEL: This stage begins as team members begin vying for leadership and testing the group processes. This is known as the “win-lose” stage, as members clash for control of the group and people begin to choose sides.
Storming stage
TUCKMAN MODEL: the team is starting to work well together, and buy-in to group goals occurs. The team is establishing and maintaining ground rules and boundaries, and there is willingness to share responsibility and control.
Norming stage
TUCKMAN MODEL: The team is completely self-directed and requires little management direction. The team has confidence, pride, and enthusiasm, and there is a congruence of vision, team, and self.
Performing stage
The Triangle of Relationships
- Manager
- Individual
- Team
How to address conflict?
Mining
Real-Time Permission
HOW TO ADRESS CONFICT: This technique requires that one team member “assume the role of a ‘miner of conflict’—someone who extracts buried disagreements within the team and sheds the light of day on them
Mining
HOW TO ADRESS CONFICT: This technique can help the group to focus on the points of conflict by coaching the team not to sweep things under the rug
Real-time permission
T OR F: Teams made up of diverse members tend to perform better than teams of similar backgrounds.
T
Sources of Possible problems in a multicultural team?
- Communication styles and accents
- Decision making norms and attitudes toward hierarchy
Interventions on multicultural conflicts
- Adaptation
- Structural Intervention
- Managerial Intervention
- Exit
- Build Cultural Differences
INTERVENTION: This is best used when team members are willing to acknowledge the cultural differences and learn how to work with them
Adaptation
INTERVENTION: Also known as reorganizing to reduce friction on the team. This technique is best used if there are unproductive subgroups or cliques within the team that need to be moved around
Structural Intervention
INTERVENTION: the technique of making decisions by management and without team involvement. This technique is one that should be used sparingly, as it essentially shows that the team needs guidance and can’t move forward without management getting involved.
Managerial intervention
INTERVENTION: an intervention of last resort, and is the voluntary or involuntary removal of a team member
exit
____________ is a competency and a skill that enables individuals to function effectively in cross-cultural environments
Cultural intelligence
___________ is the process through which managers establish goals and detail how these goals will be attained.
Planning
Two Basic Components of Plans
- Goal Statements or Outcome
- Action Statement
BASIC COMPONENTS OF PLANS: represent the end state—the targets and outcomes managers hope to attain.
Goal Statements or Outcome
BASIC COMPONENTS OF PLANS: reflect the means by which organizations move forward to attain their goals.
Action statements
Why Should Managers Plan?
1) to offset uncertainty and change;
(2) to focus organizational activity on a set of objectives;
(3) to provide a coordinated, systematic road map for future activities;
(4) to increase economic efficiency; and
(5) to facilitate control by establishing a standard for later activity.
five major stages in the planning process.
- Awareness
- Establish outcome statements
- Managers forecast what is likely to happen
- Managers identify possible courses of action
- Planners develop the supportive plans necessary to accomplish the organization’s major plan of action.
