Chapter 13: Groups And Teams Flashcards Preview

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Flashcards in Chapter 13: Groups And Teams Deck (42)
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1
Q

Group

A

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity

2
Q

Team

A

Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach to which they hold themselves mutually accountable

3
Q

Formal group

A

A group, headed by a leader, that is established to do something productive for the organization

4
Q

Informal group

A

Group formed by people seeking friendship that has no officially appointed leader, although a leader may emerge from the membership

5
Q

We can differentiate teams in 3 ways, what are they?

A

1) purpose
2) duration
3) level of member commitment

6
Q

Cross functional teams

A

Team that is staffed with specialists pursuing a common objective

7
Q

Self-managed teams

A

Groups of workers who are given administrative oversight for their task domains

8
Q

Virtual teams

A

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

9
Q

Tuckmans five stage model

A
Forming 
Storming 
Norning
Performing 
Adjourning
10
Q

Forming

A

1/5 stages in forming a team

People get orientated and get acquainted

11
Q

Storming

A

2/5 stages in forming a team

Individual personalities, roles, and conflicts within the group emerge

12
Q

Norming

A

3/5 stages in forming a team

Conflicts are resolved, close relationships develop, and unity and harmony emerge

13
Q

Group cohesiveness

A

A “we feeling” that binds group members together

14
Q

Performing

A

4/5 stages in forming a team

Members concentrate on solving problems and completing the assigned task

15
Q

Adjourning

A

5/5 stages in forming a team

The stage in which members of an organization prepare for disbandment

16
Q

Punctuated equilibrium

A

Establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and / or objectives resulting in the establishment and maintenance of new norms of functioning, returning to equalibrium

17
Q

8 most essential considerations in building a group into an effective team

A

1) collaboration
2) trust
3) performance goals and feedback
4) motivation through mutual accountability and interdependency
5) composition
6) roles
7) norms
8) effective team processes

18
Q

Collaboration

A

Act of sharing information and coordinating efforts to achieve a collective outcome

19
Q

Trust

A

Reciprocal faith in others intentions and behaviors

20
Q

Team member interdependence

A

The extent to which team members rely on common task related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work

21
Q

Team composition

A

Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members

22
Q

Roles

A

Sets of behavior that people expect of occupants of a position

23
Q

Task role

A

Behavior that concentrate on getting the teams task done

24
Q

Maintenance role

A

Relationship related role consisting of behavior that fosters constructive relationships among team members

25
Q

Norms

A

General guidelines or rules of behavior that most group or team members follow

26
Q

Why norms exists (4 reasons)

A

To help the group surivive

To clarify role expectations

To help individuals avoid embarrassing situations

To emphasize the groups important values and identity

27
Q

Team processes

A

Members interdependent acts that convert inputs to outputs through cognitive, verbal, and behavioural activities directed toward organizing task work to achieve collective goals

28
Q

3 additional activities teams can use to improve team processes, what are they?

A

Team charter
Team reflexivity
Team voice

29
Q

Team charter

A

Outlines how a team will manage teamwork activities

30
Q

Team reflexivity

A

A process in which team members collectively reflect on the teams objectives, strategies, and processes and adapt

31
Q

Team voice

A

The extent to which team members fee free to engage in the expression of constructive options, concerns, or ideas about work-related issues

32
Q

Conflicts

A

Process in which one party perceives that its interests are being opposed or negatively affected by another party

33
Q

2 types of conflict

A

Dysfunctional

Functional

34
Q

Dysfunctional conflict

A

Conflict that hinders the organizations performance or threatens its interests

35
Q

Functional conflict

A

Conflict that benefits the main purposes of the organization and serves its interests

36
Q

Three kinds of conflict

A

Personality

Inter group

Cross cultural

37
Q

Personality conflict

A

Interpersonal opposition based on personal dislike, disagreement, or differing styles

38
Q

Programmed conflict

A

Conflict designed to elicit different opinions without inciting people’s personal feelings

39
Q

Devils advocacy

A

Taking the side of an unpopular point of view for the sake of argument

40
Q

Dialectic method

A

Role playing two sides of proposal to test whether if it workable

41
Q

5 basic behavior to help you better handle conflict

A
Openess
Equality 
Empathy 
Supportiveness 
Positive ness
42
Q

5 conflict handling styles

A
Avoiding 
Obliging 
Dominating 
Compromising 
Intergrating