Chapter 19 Flashcards
(48 cards)
Group
Two or more people who interact regularly to accomplish a common purpose or goal.
Functional Group
A permanent group created to accomplish a number of organizational organizational purposes with purposes with an indefinite time horizon.
Informal or Interest Group
Created by its members for purposes that may or may not be relevant to those of the organization.
Task Group
A group created by the organization to accomplish a relatively narrow range of purposes within a stated time horizon.
Team
A group of workers who function as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities.
Sometimes are called self-managed teams, cross-functional teams teams or high performance teams , or high performance teams.
Benefits of teams
Give more responsibility for task performance to the workers who do the tasks.
Enable the organization to shed its bureaucracy and to promote flexibility and responsiveness.
Why People Join Groups and Teams
Interpersonal attraction Group activities Group goals Need satisfaction Instrumental benefits
Stages of Group and Team Development
Forming
Storming
Norming
Performing
Forming
Attempting to define the task and how it will be accomplished through discussions of task-related concepts/issues.
Storming
Defensiveness, intragroup competition, and the formation of factions; arguing among members, even when they agree.
Norming
Members share acceptance of roles and sense of unity.
Performing
The ability of the group/team to prevent or work through problems.
Role
The part an individual plays in helping the group reach its goals.
Task-specialist role
Concentrating on getting the groups task accomplished.
Socioemotional role
Providing social and emotional support to others on the team.
Role Structures
The set of defined roles and interrelationships among those roles that the group or team members define and accept.
Are the result of role episodes in which the expected role is translated and defined into the enacted role.
The Development of a Role
The first two stages of role development are group processes as the group members let the individuals know what is expected of them.
The other two parts are individual processes as the new group members perceive and enact their roles.
The Development of a Role
Expected Role
Sent Role
Perceived Role
Enacted Role
Role Structures
Role ambiguity
Role conflict
Role overload
Role ambiguity
occurs when the sent role is unclear
Role conflict
Occurs when the messages and cues comprising the sent role are clear but contradictory or mutually exclusive. Interrole conflict Intrarole conflict Intrasender conflict Person-role conflict
Interrole conflict
Occurs when the person gets conflicting demands from different sources within the context of the same role.
Intrarole conflict
Caused by conflicting demands from different sources.
Intrasender conflict
Occurs when a single sources send clear but contradictory messages.
