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55 Cards in this Set
- Front
- Back
Group (409)
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two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.
-different from a crowd, and organizations. -Ex. a collection of 10 employees meeting to exchange information about various companies policies on wages and hours. -collection of people performing as individuals |
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Team (409)
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a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
-"the essence of a team is common commitment" - Katzenbach and Smith -Ex. a collection of 2-10 employees who are studying industry pay scales, with the goal of making recommendations for adjusting pay grades within their own company |
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Formal group (409)
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a group established to do something productive for the organization and is headed by a leader.
-a formal group may be a division, a department, a work group, or a committee. -may be permanent or temporary -people are assigned to them according to their skills and the organizations requirements. |
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Informal group (409)
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a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership.
-may be a collection of friends who hang out with one another such as those who take coffee breaks together, or it may be as organized as a prayer breakfast, a bowling team, a service club, or other voluntary organization. |
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Cross-functional team (411)
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staff of specialists pursuing a common objective.
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Continuous improvement team (411)
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small groups of volunteers or workers and supervisors who meet intermittnetly to discuss workplace and quality related problems.
-typically a group of 10-12 people will meet for 60-90 minutes once or twice a month. |
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Self-managed team (412)
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groups of workers who are given administrative oversight for their task domains.
-involves delegated activities such as planning, scheduling, monitoring, and staffing. -nearly 70% of fortune 1000 companies have created self-managed work teams. |
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Forming (413)
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the process of getting oriented and getting aquainted.
-Stage 1 of development -for the individual "How do I fit here?" -for the group "Why are we here?" |
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Storming (413)
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the emergence of individual personalities and roles and conflicts within the group.
-Stage 2 of development. -for the individual "Whats my role here?" -for the group "Why are we fighting over who does what and who is in charge?" |
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Norming (414)
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conflicts are resolved, close relationships develop, and unity and harmony emerge.
-Stage 3 of development -for individuals "What do the others expect me to do?" -for the group "Can we agree on roles and work as a team?" -may now evolve into a team |
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Performing (414)
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members concentrate on solving problems and completing the assigned task.
-Stage 4 of development -for individuals "How can I best perform my role?" -for the group/team "Can we do the job properly?" -during this stage the leader should allow members the empowerment they need to work on tasks. |
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Adjourning (414)
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members prepare for disbandment.
-having worked so hard to get along and get something done, many memebers feel a compelling sense of loss. -For the individual "Whats next?" -for the team "Can we help members transition out?" -leader can help ease transition by celebrating "the end" and "new beginnings" -i.e. parties, and award ceremonies. |
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Group cohesiveness (414)
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a "we" feeling binding group members together.
-principal by product of stage 3 of development |
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Division of labor (416)
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work is divided into particular tasks that are assigned to particular workers.
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Social loafing (417)
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the tendency of people to exert less effort when working in groups than when working alone.
-larger the size, the more likely performance is to drop. -social loafers are more apt to be known as sliders |
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Roles (417)
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socially determined expectations of how individuals should behave in a specific position.
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Task role (417)
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or task oriented role, consists of behavior that concentrates on getting the teams tasks done.
-keep the team on track and get work done |
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Maintenance role (418)
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or relationship oriented role, consists of behavior that fosters constructive relationships among team memebers.
-focuses on keeping team members. "Lets hear from those who oppose this plan" |
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Norms (418)
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are general guidelines or rules of behavior that most group or team members follow.
-point up the boundaries between acceptable and unnacceptable behavior. |
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Cohesiveness (419)
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the tendency of a group or team to stick together.
-"we-ness" |
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Groupthink (420)
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a cohesive groups blind unwillingness to consider alternatives.
-group or team members are friendly and tight-knit but they are unable to think outside the box. |
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Conflict (423)
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a process in which one party perceives that its interests are being opposed or negatively affected by another party.
-disagreement |
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Negative conflict (423)
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conflict that hinders the organizations performance or threatens its interests.
-bad for organizations -sometimes called dysfunctional conflict |
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Constructive conflict (423)
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benefits the main purposes of the organization and serves its interests.
-sometimes called functional conflict or cooperative conflict. -good for organizations |
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Personality conflict (425)
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is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.
-ex. personality clashes, competition for scarce resources, time pressure, and communication failures |
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Programmed conflict (429)
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designed to elicit different opinions without inciting peoples personal feelings.
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Devils advocacy (429)
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the process of assigning someone to play the role of critic.
-role playing criticism to test whether a proposal is workable |
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Dialectic method (429)
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the process of having two people or groups play opposing roles in a debate in order to better understand a proposal.
-role playing two sides of a proposal to test whether it is workable |
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problem solving team (411)
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knowledgable workers who meet as a temporary team to solve a specific problem and then disband
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Top-management team (411)
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members consist of the CEO, president, and top department heads and work to help the organization achieve its mission and goals
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Virtual team (411)
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members interact by computer network to collaborate on projects
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Work team (411)
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members engage in collective work requiring coordinated effort; purpose of team is advice, production, project, or action.
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Advice team (411)
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created to broaden the information base for managerial decisions
-ex. committees, review panels, advisory councils, employee involvement groups, and continuous improvement teams |
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Production team (411)
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responsible for performing day to day operations.
-ex. mining teams, flight attendant crews, maintenance crews, assembly teams, data processing groups, and manufacturing crews |
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Project team (411)
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work to do creative problem solving, often by applying the specialized knowledge of members of a cross funtional team.
ex. task forces research groups, planning teams, architect teams, engineering teams, and development teams. |
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Action team (411)
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work to accomplish tasks that require people with 1.) specialized training and 2.) a high degree of coordination as on a baseball team with specialized athletes acting in coordination.
-ex. hospital surgery teams, airline cockpit crews, mountain-climbing expeditions, police SWAT teams, and labor contract negotiating teams. |
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5 stages of group and team development (413)
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1.) forming
2.) storming 3.)norming 4.) performing 5.) adjourning |
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building a group into an effective team requires...
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1.) performance goals and feedback
2.) motivation through mutual accountability 3.) size 4.) roles 5.) norms 6.) cohesiveness 7.) groupthink |
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small teams
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2-9 members
-2 adnvatages are better interaction and morale |
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disadvantages of small teams
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-fewer resources
-possibly less innovation -unfair work distribution |
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Large teams (416)
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10-16 members
-more resources and division of labor |
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disadvantages of large teams
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-less interaction
-lower morale -social loafing |
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Four reasons norms tend to be enforced by group or team members
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1.) to help the group survive- "dont do anything that will hurt us"
2.) to clarify role expectations-"you have to go along to get along" 3.) to help individuals avoid embarrassing situations- "dont call attention to yourself" 4.) to emphasize the groups important values and identity-"were known for being special" |
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symptoms of a team suffering from groupthink (421)
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-invulnerability, inherent morality, and stereotyping of opposition
-rationalization and self censorship -illusion of unanimity, peer pressure, and mind guards -groupthink versus "the wisdom of crowds" |
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decision making defects that can arise from groupthink
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-reduction in alternative ideas
-limiting of other information |
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measures to prevent groupthink
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-allow criticism
-allow other perspectives |
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too little conflict causes what?
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Indolence-plagued by apathy, lack of creativity, indecision, and missed deadlines.
-performance suffers |
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too much conflict causes what?
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-warfare-political infighting, dissatisfaction, lack of teamwork, and turnover.
-workplace aggresion and violence are manifestations of excessive conflict. |
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personality clashes (425)
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-when individual differences cant be resolved.
-to seperate 2 people -ex. "you're easy going, but she is tense and driven?" -mr. straight arrow vs. mr. slippery |
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competition for scare resources (425)
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-when two parties need the same things.
-ex. funds, office space, equipment, employees, and money for raises. |
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Time pressure (425)
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-when people believe there arent enough hours to do the work.
-if you're in the business of marketing xmas items to department stores its impervative that you have your product ready for those important trade shows at which store buyers will appear. |
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communication failures (425)
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-when people misperceive and misunderstand.
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some ways intergroup conflicts are expressed
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-inconsistent goals or reward systems-when people pursue different objectives.
-ambiguous jurisdictions-when job boundaries are unclear -status differences-when there are inconsistencies in power and influence. |
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3 kinds of conflict
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-personality conflict
-intergroup conflict -cross cultural conflict |
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4 devices used to stimulate contructive conflict
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1.) spur competition among employees
2.) change the organizations culture and procedures 3.) bring in outsiders for new perspectives 4.) use programmed conflict |