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OB Test 3
Chapter 9
| Question | Answer |
|---|---|
| Group | Two or more freely interacting individuals who share collective norms and goals and have a common identity |
| Formal Group | Group formed by a manager to help to organization accomplish its goals |
| Informal Group | Exists when the members' overriding purpose if getting together is friendship |
| 2 Functions of Formal Groups | 1. Organizational 2. Individual |
| The Group Development Process | 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning |
| Forming | Ice-Breaker Trust is low Seeing who takes charge |
| Storming | Testing leaders and assumptions to determine power structure |
| Norming (Group Cohesiveness) | Authority and power are set. GC: the "we feeling" that binds members of a group together, the principle by-product of stage 3 |
| Role | Set of expected behaviors for a particular position, and a group role is a set of expected behaviors for members of a group as a whole Two Types: 1. Task 2. Maintenance |
| Task Roles | Enable the work group to define, clarify, and pursue a common purpose |
| Maintenance Roles | Foster supportive and constructive interpersonal relationship |
| Tasks vs. Maintenance Roles | Task keep the group on track Maintenance keeps group together |
| Norms | An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior |
| How Norms are Developed | - Explicit Statements by supervisors or coworkers - Critical events in the group's history - Primacy - Carryover behaviors from past situations |
| Why norms are enforced | - Help group survive - Clarify expectations - Helps avoid embarrassing situations - Clarify group's values and identity |
| Team | A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable |
| Group become teams when... | - Leadership - Accountability - Purpose - Problem Solving - Effectiveness |
| 3 C's of Team Players | - Committed - Collaborative - Competent |
| Team Building | A catchall term for a host to techniques aimed to improving the internal functioning of work groups |
| 3 Fundamental Elements for Team Building | - Clear Objectives - Validation - Performance Information |
| 6 Practical Applications | 1. Share personal histories 2. Ask what has worked for you in the past 3. Describe how the team will work together 4. Optimize member's strengths 5. Establish norms for making decision 6. Establish processes for giving and receiving feedback |
| A Key Ingredient of Teamwork | Trust |
| Trust | A reciprocal faith that the intentions and behaviors of another will consider the implications for you 3 Forms: - Contractual - Communication - Competence |
| How to Build and Maintain Trust | 1. Communication 2. Support 3. Respect 4. Fairness 5. Predictability 6. Competence |
| Self-Managed Teams | Defined as groups of workers who are given administrative oversight (planning, scheduling, monitoring, and staffing) for their task domains |
| Managerial Resistance -- seeing who as a threat? | Self-managed teams are threat to their job security |
| Cross-functionalism | A common feature of self-managed teams, particularly among those above the shop-floor or clerical level |
| Virtual Teams | A physically dispersed task group that conducts its business through information communication technology |
| Distributed workers | Have no permanent office at their companies, preferring to work in home offices. |
| Virtual Team Considerations | - Be strategic about communications - Develop productive relationships with key people on the team - Partner - Pace - Focus |
| Two Major Threats to Group Effectiveness | Groupthink and Social Loafing |
| Groupthink | A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' striving for unanimity override their motivation to realistically appraise alternative courses of action |
| 8 Symptoms of Groupthink | 1. Invulnerability 2. Inherent Morality 3. Rationalization 4. Stereotyped views of opposition 5. Self-censorship 6. Illusion of unanimity 7. Peer Pressure 8. Mindguards |
| Social Loafing | Tendency for individual effort to decline as group size increases. Tug-of-war "Free-riding" increase as group size increases and work is dispersed |
| Free-riding Reasons | 1. Equity of Effort 2. Loss of personal accountability 3. Motivational loss due to the sharing of rewards 4. Coordination loss as more people perform the task |
| 8 Attributes of High-Performance Teams | 1. Participative Leadership 2. Shared responsibility 3. Aligned on purpose 4. High communication 5. Future focused 6. Focused on task 7. Creative talents 8. Rapid Response |
| Team Charters | Describe how the team will operate, such as processes for sharing information and decision making (Teamwork) |
| Team Performance Strategies | Which are deliberate plans that outline what exactly the team is to do, such as defining particular tasks and member responsibilities |
| Team Composition | Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of its members |
| Team Adaptive Capacity | (Adaptability) -- Important to meet changing demands and to effectively transition members in and out. |
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