Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
39 Cards in this Set
- Front
- Back
what is a group |
two or more people interacting interdependently to achieve a common goal |
|
what is mean for interacting |
1.make clear who is and is not in the group 2.need not to be face to face
|
|
what is mean for interdependently |
1.reliance on other group members to accomplish
|
|
group membership is improtant for two reason |
1.group exert an trememdous influence on us 2.group provide context in which we can exext influence on others |
|
formal work group |
1.task force 2.project team (1 and 2 nomally is temporary) 3.committees (permanent) |
|
5 steps of Tuckman's group development model |
1.forming 2.storming 3.norming 4.performing 5.adjourning |
|
Gersick's Punctuated Equilibrium |
phase 1: assumption approach be decided midpoint transition: make a change in group approach phase2: play out the decision and approach adopted at midpoint transition |
|
advise stem from Punctuated Equilibrium |
1.prepare carefully in the first meeting 2.do not look for critical progress in phase 1 3.manage midpoint transition carefully 4.be sure that adequate resourses are availible to actually executed in phase 2 5.resist deadline change |
|
why group size increase, satisfation decrease |
1.as the group size increase, develop relation wih its member require more time and energy 2.larger group prompt more conflict 3.time avaible for verbal participation by each member decrease 4.mamy people inhibit participate in large group 5.in larger group, member indentify less easily with the success of the group |
|
relationship between group size and performance depend on 3 types of task |
1.additive task -positive relationship 2.disjuntive task-positive relationship 3.conjunctive task-nagative relationship |
|
diversity of group membership |
1.take more time to forming, storming and norming for more diverse group 2.negative effect of "surface diversity" group can be wear off over time 3."deeply diversity" group can badly damage cohesiveness
|
|
why do norm develop? |
provide predictability to behaviour |
|
how do norms develop? |
share attitudes form the basis for norm |
|
3 typical norms
|
1.dress norms 2.reward allocation norms 3.performance nowms
|
|
reward allocation norms |
equity equality reciprocity social responsity
|
|
2 kinds of roles |
1.assigned roles 2.emergent roles |
|
3 elements that can lead to role ambiguity |
1.org factor 2.the role sender 3.focal person |
|
practical consequences of role ambiguity and role conflict |
stress dissatifaction reduced commitment lower performance turnover intention |
|
4 role conflict |
1.intrasender role conflict 2.intersender role conflict 3.interrole conflict 4.person-role conflict |
|
formal status system |
-management's attempt to publicly identify thoes people who have higher status than others -identification is implemented by the application of status symbol |
|
informal statuss system |
-not well advertise -lack conspicuous symbol -job performance is a basic for acquisition of informal status |
|
consequences of status different |
-paradoxical effect- people like to talk to others at their own status or higher but refuse to talk with outher if status differences are large -people pay attention to respect status |
|
pro and con about status different |
pro: status different can be a powerful motivator con: inhibit communication |
|
how to reduce status differences |
1.remove status symbol 2.communicate with email |
|
group cohesiveness |
the degree to which a group is attractive to its members -cohesiveness is a relative |
|
factors influencing cohesiveness |
1.threat and competition-extreme threat and unblance competition can not increase cohesiveness. 2.sucess 3.member diversity 4.size 5.toughness of initiation |
|
consequences of cohesiveness |
1. more participation in group activities 2.more conformity 3.more sucess |
|
productivity and cohesiveness |
-in high cohesive group, the productivity of member tends to be fairly similar -the productivity of high cohesive group depend on if the group accpet the org norm |
|
social loafing |
tendency to withhold physical or intellectual effort when performing group task |
|
two form of social loafing |
free rider effect: lower effort to get a free ride at the expense of fellow group member sucker effect: lower effort because of the feeling that others are free riding |
|
some ways to counteract social loafing |
1.make individual effort more visible 2.make sure the work is interesting 3.increase feelings of indispensability 4.increase performance feedback 5.reward group performance |
|
collective efficacy |
shared beliefs that a team can successfully perform a task |
|
according to Hackman a work group is effective when |
1.physical and intellectual output is acceptable to management and to the other parts of org use this output 2.group members' needs are satisfied rather than frustrate by group 3. group exp can enable members to continue to work together |
|
group effectiveness occur when |
1.high effort is directed to taks 2.great knowledge and skill are directed toward the task 3.adopt sensible strategies for accomplishing its goals |
|
3 critical elements to the success of self-managed team |
1.natually of task-complex, challeging, require high interdependence 2.composition of group-stable,size,expertise,diversity 3.supporting of group |
|
compostion of self-managed teams |
-HR department oversight is necessary -selection stage is critical:one of the way to maintaining appropriate group composition is let the group choose is own member
|
|
supporting self-managed teams |
1.training- technical,social,language,business 2.reward 3..management-most effective managers encouraged groups o observe,evaluate and reinforce their own task behaviour |
|
Cross-Functional teams |
-doing a recurrent task- self-managed and permanent. -doing a complex task- require leadership,thier live are limited -best known for product development |
|
three general goals of using cross-functional team |
1. innovation 2.speed 3.quality |