Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Management Block 1 > Chapter 13 Notes > Flashcards

Chapter 13 Notes Flashcards

(55 cards)

Start Studying
1
Q

Group

A

Two or more freely interacting individuals who share goals, common identity.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Team

A

A defined as a small group who is committed to a common purpose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Formal Groups

A

Created to accomplish specific goals assigned by managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Informal Groups

A

Created for friendship or common interest

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Work Teams

A

Teams that engage in collaborative work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

4 types of work teams

A

Advice, Production, Project , Action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Advice Teams

A

Created to broaden the information base for managerial decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Production Teams

A

Responsible for day to day operations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Project teams

A

Work to do creative problem solving by specialized knowledge.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Cross-Function Teams

A

Staffed with specialists working towards a common objective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Action Teams

A

Work to accomplish tasks that require people with 1)Specialized training and a high degree of coordination.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Self- Managed Teams/ Continuous Improvement Teams

A

small groups of volunteers ,workers and supervisors who discuss workplace and quality problems.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Self-Managed teams are given what oversight?

A

Administrative oversight for their specific tasks which include scheduling, planning and modeling.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Can self-managed teams be effective?

A

Yes, they also have a positive effect on productivity and attitudes of self-responsibility and control.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Essential Considerations in building a group are?

A

Cooperating, Cohesiveness, Performance goals and feedback,motivation through accountability, size, roles, norms and awareness of groupthink.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Cooperating

A

When efforts are systematically integrated to achieve a collective objective.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Cohesiveness

A

The tendency of a group or team to stick together

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Trust

A

Faith in others intentions and behaviors. Trust is built by communicating truthfully and sharing respect & fairness.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Performance goals & feedback

A

The purpose of team needs to be defined w/ SMART goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Motivation through accountability

A

When clear performance goals exist, effort are taken into account and motivation increases.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

2 Types of Group/Team sizes

A

Small teams and large teams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Small Teams

A

less people= better interaction and morale, cons= fewer resources, less motivation and unfair work distribution

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Large Teams

Study These Flashcards
A

More resources, division of labor, cons=lower morale, social loafing

24
Q

Division of Labor

Study These Flashcards
A

Where the work is divided into particular tasks and assigned to different people.

25
Social Loafing
The tendency of people to take less effort when working w/ groups than alone.
26
Roles
Socially determined expectations of how people should act of a certain position.
27
Two types of roles
Task Roles and Maintenance roles
28
Task roles
Behavior that concentrates on getting the teams tasks done.
29
Maintenance roles
A relationship oriented role that consists of behavior that creates constructive relationships
30
Norms
General guidelines or rules of behavior that most group members follow
31
Why are norms created?
To help the group survive, clarify role expectations, avoid embarrassing situations, and emphasize the groups important values and identity.
32
Groupthink
Introduced by Irvin Janis, it is the thought of a cohesive groups blind unwillingness to consider alternatives, group members are close but unable to think outside the box
33
Abilene Paradox
The tendency to go along for the sake of avoiding conflict. (James Harvey)
34
Symptoms of Groupthink?
Invulnerability, inherent morality (people think nothing can go wrong) and censorship (Hard to argue with success)
35
Illusion of Unanimity, Peer pressure and Mindguards
Silence by a member is considered to be consent
36
Mindguards
Self-appointed protectors against adverse information
37
Groupthink vs the wisdom of crowds
A pressure to conform via censorship
38
Results of Groupthink
Reduction in alternative ideas, bc groups w. moderate levels of cohesiveness tend to produce better decisions than groups with high or low levels.
39
How to prevent groupthink?
Allow criticism and allow other perspectives
40
Conflict
A process where one party perceives its interests opposed by another party
41
2 types of conflict
Disfunctional and Functional
42
Disfunctional Conflict
Bad for orgs bc it hinders the organizations performance or threatens interests
43
Functional Conflict
Good for orgs because it benefits the main purpose of the org and interests.
44
Indolence
The result of too little conflict, characterized by apathy, lack of creativity, etc.
45
3 kinds of Conflict
Personality Conflict, Intergroup and Cross-cultural conflict
46
Personality Conflict
-Starts with workplace incivility (lack of regard for each other) , personality clashes (when individual differences can't be resolved) , competition for scarce resources (When two parties need the same things) and time pressure (when people believe there aren't enough hours in the day)
47
Intergroup Conflicts
Inconsistent goals or reward systems, when people pursue different objective
48
Ambiguous Jurisdictions
When job boundaries are unclear
49
Status Differences
When there are inconsistencies in power and influence.
50
Multicultural Conflicts
When working outside of home country, be mindful to listen, be sensitive to cultural needs , cooperative not overly competitive, advocate inclusivity, etc.
51
How to simulate conflict?
Spur competition, change the orgs culture and procedures, bring in outsiders for new perspectives and use programmed conflict
52
Programmed Conflict
Designed to elicit different opinions w/o inciting people's personal feelings.
53
Devil's Advocacy
Role playing criticism to test whether a proposal is workable.
54
Dialectic Method
Role playing two sides of a proposal to test whether or not it is workable .
55
5 ways to handle conflict better
Openness, Equality, Empathy, Supportiveness, and Positivity.

Management Block 1 (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions