Chapter 13 Flashcards
A collection of individuals who
interact with each other such
that one person’s actions have
an impact on the others.
group
Groups made up of two or more
individuals who are associated
with one another in ways not
prescribed by the formal
organization.
Informal work groups
A group made up of managers,
subordinates, or both with
close associations among group
members that influence the
behavior of individuals in the
group.
formal work group
A model proposed by Bruce
Tuckman in 1965 involving a
four-stage map of group
evolution.
Forming-Storming-Norming-Performing Model
The fifth and final stage of the
Tuckman model
adjourning
The stage in which the group
comes together for the first
time.
Forming
Group members begin to
explore their power and
influence and they often stake
out their territory by
differentiating themselves
from the other group members
rather than seeking common
ground.
Storming
The stage in which participants
find it easy to establish their
own ground rules (or norms)
and define their operating
procedures and goals.
Norming
The stage in which participants
are not only getting the work
done, but they also pay greater
attention to how they are doing
it.
Performing
The theory that change within
groups occurs in rapid, radical
spurts rather than gradually
over time.
punctuated equilibrium
The degree of camaraderie
within the group
Cohesion
A group pressure phenomenon
that increases the risk of the
group making flawed decisions
by allowing reductions in
mental efficiency, reality
testing, and moral judgment.
Groupthink
The tendency of individuals to
put in less effort when working
in a group context.
Social loafing
A group’s perception of its
ability to successfully perform
well.
Collective efficacy
KT 13.2
Groups may be either formal or informal. Groups go through developmental
stages much like individuals do. The Forming-Storming-NormingPerforming-Adjourning Model is useful in prescribing stages that groups
should pay attention to as they develop. The punctuated-equilibrium model
of group development argues that groups often move forward during bursts
of change after long periods without change. Groups that are similar, stable,
small, supportive, and satisfied tend to be more cohesive than groups that
are not. Cohesion can help support group performance if the group values
task completion, but too much cohesion can also be a concern for groups.
Social loafing increases as groups become larger. When collective efficacy is
high, groups tend to perform better.
Any aspect of group
interaction that inhibits group functioning.
Process loss
A cohesive coalition of people working together to achieve
mutual goals.
team
Tasks that include actually
making something such as a
building, product, or a
marketing plan.
Production tasks
Creative tasks such as brainstorming a new direction
or creating a new process.
Idea generation tasks
Tasks involving coming up with plans for actions and making decision.
Problem-solving tasks
The degree that team members
depend on one another to get
information, support, or
materials from other team
members to be effective.
Task interdependence
This exists when team
members may work
independently and simply
combine their efforts to create
the team’s output.
Pooled interdependence
Where one person’s output becomes another person’s input.
sequential
interdependence
The point at which team members work on each task
simultaneously.
reciprocal interdependence
