Course Flashcards

(84 cards)

1
Q

a collection of people who
interact with one another, work
towards a common goal and
purpose and perceive
themselves as a group

A

Group

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2
Q

a group may exist in various
setting. It may form as a
Family, Research Study
Group, Sunday Basketball
Club, and other organization
that are characterized to
have a common goal.

A

Elements of Groups

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3
Q

Types of Groups
derived from positions
within an organization that assigned to
perform a certain tasks.

A

Formal Groups

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4
Q

composed of member
working together towards a common
goal.

A

Types of Formal Groups
○Task Groups

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5
Q

Types of Formal Groups
composed of
members who directly reports to a
certain supervisor or manager.

A

Command Groups

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6
Q

Types of Groups
it emerges overtime and
serves as an outgrowth of formal groups.

A

Informal Groups

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7
Q

Types of Informal Groups
formed a
number of individuals together due
to some similarities with regards to
their age, ethnicity, or political
background

A

Friendship Groups

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8
Q

formed due to a
certain topic of interest common
to various members.

A

Informal Groups

Interest Groups

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9
Q

a believed from each
member that their composition is enough to
perform and accomplish a task.

A

Effective Groups

Team Efficacy

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10
Q

task significance and identity
should be known and perceived as to have
high intrinsic motivation.

A

Effective Groups

Job Design

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11
Q

with clearly defined goals
and roles, a group will be more effective and
functional.

A

Effective Groups

Interdependence

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12
Q

members should be
sensitive enough to perceive their righteous
role and relationships with each other.

A

Effective Groups
Emotional Intelligence –

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13
Q

members should be
mixed well with different expertise and with
an adequate size not too small and not too
big.

A

Effective Groups

Right Mix and Size

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14
Q

members should also
consider support systems such as advisers,
and coaches to help them achieve their
goals.

A

Effective Groups
Support for the Group

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15
Q

member’s knowledge about
the task, co-workers and the environment.

A

Effective Groups

Familiarity

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16
Q

through positive
interaction members of a certain group
may be more efficient and effective
processes for the task.

A

Effective Groups

Effective Processes

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17
Q

the strength of
bonds between members of the group
may also influence their efficiency.
Cohesion may serve as a bond, sense of
belongingness, a reason for attraction and
as a reason to work as a team.

A

Effective Groups

Group Cohesiveness

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18
Q

people needs to work close to each other in to form
groups easily.

A

Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.

Proximity

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19
Q

solving a problem by group is more efficient than doing
everything alone.

A

Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.

Goals

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20
Q

groups may also grant each member some
economic benefits.

A

Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.

Economics

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21
Q

groups may satisfy social and belongingness
needs.

A

Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.

Satisfaction

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22
Q

similarities in perception, interests, attitudes and
motivation may lead people to form a group.

A

Reasons for Forming Groups – people form
groups to satisfy a variety of needs and
interests.

Attractions

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23
Q

described to be a special
type of group where members have
these complementary skills to help
out each other in performing a
certain task and accomplish it
towards a common goal. Unlike
groups which authority revolves in a
certain individual tasked to
supervise it, teams shares the
leadership roles and they have this
mutual accountability with each
other.

A

Team

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24
Q

is a collection of
people who interacts with
each other very closely
together sharing commitment
to accomplish objectives
towards a common goal.

A

Work Teams

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25
composed of people from the same hierarchical level but from different work areas who comes together to accomplish a task.
Types of Teams Cross Functional Teams –
26
composed of 5-12 people from a similar department or organization that meets in order to discuss ways to improve work efficacy, output quality and better work environment.
Types of Teams Problem Solving Teams
27
empowered to make decisions about work schedules, task allocation, training needs, selection and recruitment of new members.
Types of Teams Self-Managed Work Teams
28
teams that are assisted by computer technology to accommodate problems about distance and availability in order to achieve a goal.
Types of Teams Virtual Teams
29
a group of specialists went together to perform their own unique roles to perform a certain task.
Types of Teams Crews
30
make sure that every team member must have sufficient skills and experience to do their tasks.
Effective Teams Team Members –
31
team size should always be considered for a larger tam makes them harder to manage. As much as possible team size must be kept small as possible.
Effective Teams Team Size
32
make sure the each member is sensitive enough to know and feel that he is doing a critical role towards the team’s common goal.
Effective Teams Sensitivity
33
members must be free enough to develop his own work procedures.
Effective Teams Free Will
34
members must have their own sense of accountability.
Effective Teams Sense of Accountability
35
Autocratic (A1), Autocratic (A2), Consultative (C1), Consultative (C2), Collaborative (G2)
Decision-Making Strategies using the Vroom-Yetton Model
36
an effective team or group usually runs through different stages of development.
Stages of Group Dynamics and Team Development
37
the first stage team development that is characterized by dependence. Groups members only relies on safe, patterned, behavior and look to the group leader for guidance and direction. The major task of the group during this stage is all about orientation, members should be oriented to the tasks and as well as to one another.
Forming
38
the following stage where members is characterized by competition and conflict. As the group attempt to finally address tasks towards their goal, personal and tasks related conflicts began to erupt. In order to move to the next stage members should transform from testing-and-proving mentality into a problem-solving mentality.
Storming
39
during this stage interpersonal relation within the group is characterized by cohesion. They can now acknowledge everyone’s contribution and began to build trust towards the other members of the team. The major drawback on this stage is the member’s fear to dissolve and resist change even after the accomplishment of the task.
Norming
40
group members are now interdependent to each other. Their role adjusts to the changing needs of the group. They are now all task and people-oriented. Unity is built during this stage, where identity is complete and individual morale is high with an intense group loyalty.
Performing
41
involves the termination of task behaviors and disengagement from relationships. The termination of group is a regressive movement from giving up control to giving up inclusion in the group.
Adjourning
42
Action oriented roles - Shaper, implementer, completer finisher/ People oriented roles- co-ordinator, teamworker, resource investigator / Cerebral roles- plant, monitor evaluator, specialist
Different Roles within a Group – Belbin (1981) identified different roles within a certain group or team:
43
• Challenging, dynamic, thrives on pressure • The drive and courage to overcome obstacles Weakness: Prone to provocation Offends people's feelings
Action oriented roles Shaper
44
Disciplined, reliable, conservative and efficient Turns ideas into practical actions Weakness: Somewhat inflexible Slow to respond to new possbilities
Action oriented roles Implementer ( company worker )
45
Painstaking, conscientious, anxious Searches out errors and omissions Delivers on time W: - Inclined to wory unduly -Reluctant to delegate
Action oriented roles Completer finisher
46
Mature, confident, a good chairperson Clarifes goals. promote s deision-maing. delegates well W: Can o fen be seen as manipulative offloads personal work
People oriented roles Co-ordinator (chairman)
47
Co-operative, mild. peroeptive and diplormatic Listens, builds, averts ticion W: - Indecisie in crunch situations
People oriented role Teamworker
48
. Extrovert, enthusiastic, communioatie •Explores opportunities Develops contacts W: • Over- optimistic Loses interest once initial enthusiasm has passed
People oriented roles Resource investigator
49
Creative, imaginative, unorthodox Solves difficult problems W: •lgnores incid entals Too pre-occupied to communicate effectively
Cerebral roles Plant
50
Sober, strategic and discerning Sees all options •Judges acourately W: • Lacks drive and ability to inspire others
Cerebral roles Monitor evaluator
51
Single-minded, selfstaring, dedicated Provides knowledge and skills in rare supply W: Contributes only on a narrow front Dwells on technicalities
Cerebral roles Specialist
52
Ray and Bronstein described three types of conflicts that usually exist in a system, organization, or groups
Conflicts within a Team or Group
53
described three types of conflicts that usually exist in a system, organization, or groups
Ray and Bronstein
54
Humans are assigned to monitor and control employee behavior in order to ensure that the tasked is being performed. It is based on the assumption that people cannot be trusted to do their job and it requires someone to watch over it every time.
System Vs. Personality
55
You use the information that you already have to make the decision, without requiring any further input from your team.
Autocratic (A1)
56
You consult your team to obtain specific information that you need, and then you make the final decision.
Autocratic (A2):
57
You inform your team of the situation and ask for members' opinions individually, but you don't bring the group together for a discussion. You make the final decision.
Consultative (C1):
58
You get your team together for a group discussion about the issue and to seek their suggestions, but you still make the final decision by yourself.
Consultative (C2)
59
You work with your team to reach a group consensus. Your role is mostly facilitative, and you help team members to reach a decision that they all agree on.
Collaborative (G2)
60
conflicts within the system itself.
System Conflicts
61
basically based on personal dysfunctions.
Personality Conflicts
62
must carefully identify system conflicts and personal conflicts for if they misdiagnose these conflicts their decision may intervene in an inappropriate way.
Supervisors and managers
63
two types of system conflicts.
Endemic and Symbiotic System Conflicts
64
a conflict that is rooted to the interaction and work flow conflict between two groups of people.
Endemic System Conflicts –
65
conflicts between groups that usually serve each other and cannot live without the other operating.
Symbiotic System Conflicts
66
may sometimes set priorities, give job assignments, allocate resources, interrupt and change assignments without consulting the employees, which may develop problems within the subordinate ranks.
Manager’s Characteristics
67
when members of teams or groups drops out temporarily or permanently due to various reasons.
Changing Membership
68
the tendency of an individual to expend less effort when working with a group than working individually. Members prefer to see other members step up and carry most workload.
Social Loafing –
69
a phenomenon where different team or group members conforms to the group to maintain harmony that would most likely to result in an irrational and dysfunctional decision.
Group Think -
70
a phenomenon where people’s decision and opinions of people in a group setting become more extreme than their actual, privately held beliefs
Group polarization
71
members should interact with each other in order to discuss encountered conflicts and provide solutions.
Interacting Groups –
72
a technique where all members are gathered to come up and share their ideas without any judgment of criticism. This technique generates as many ideas as possible where members are asked to be creative and imaginative.
Brain Storming
73
a technique that involves problem identification, solution generation, and decision making. Its purpose is to make a decision quickly, as by a vote, but want everyone's opinions taken into account. Every member should give their view of the solution, with a short explanation. Then, duplicate solutions are eliminated from the list of all solutions, and the members proceed to rank the eliminated solutions.
Nominal Group Technique
74
a technique usually done through mails or emails where ideas were presented to the different members of the team and each of them also gives their feedbacks through mails or emails. This is done in order to avoid physical conflicts and problems within the different members.
Delphi Technique
75
interactions and meetings done through the help of computers and technology
Electronic Meeting
76
a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task
LEADERSHIP
77
assumes that the capacity for leadership is inherent – that great leaders are born, not made.
GREAT MAN THEORY
78
aassumes that people inherit certain qualities and traits that make them better suited to leadership
TRAIT THEORY
79
focuses on particular variables related to the environment that may determine which particular leadership style is best suited to the situation
CONTINGENCY THEORY
80
leaders choose the best course of action based upon situational variables
SITUATIONAL THEORY
81
focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.
BEHAVIORAL THEORY
82
suggests that the ideal leadership style is one that takes the input of others into account
PARTICIPATIVE THEORY
83
focuses on the role of supervision, organization and group performance
TRANSACTIONAL THEORY
84
focus upon the connections formed between leaders and followers
RELATIONSHIP THEORY