Help
Options
Question
two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity
click to flip
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't know
Question
it is defined as a small group of people with complementary skills who are commiteed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
Remaining cards (45)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
management ch 13
| Question | Answer |
|---|---|
| two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity | Group |
| it is defined as a small group of people with complementary skills who are commiteed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. | Team |
| a group established to do something productive for the organization and is headed by a leader | Formal group |
| a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership | Informal group |
| The purpose of establishing team are | 1. Advice 2. Production. 3. Project 4. action |
| The various types of teams are | 1. Continuous improvement team 2. Cross-functional team 3. Problem-solving team 4.Self-managed team 5. Top-management team 6. Virtual team 7. Work team |
| teams that are created to broaden the information base for managerial decision | Advice teams |
| Teams that are responsible for performing day to day operations | Production teams |
| Teams that work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team. | Project teams |
| teams that work to accomplish tasks that requre people with 1. specialized training, 2. a high degree of coordination. | Action Teams |
| Which is staffed with specialists pursuing a common objective | Cross-functional Team |
| which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and quality related problems | Continuous improvement team |
| Members composed of people from different department, such as sales and production, pursuing a common objective | Cross-functional team |
| Knowledgeable workers who meet as a temporary team to sove a specific problem and then disband | Problem-solving team |
| Workers are trained to do all or most of the jobs in a work untio, have no direct supervisor, and do their own day to day supervision | Top management team |
| Members interact by computer network to collaborate on projects | Virtual team |
| Members engage in collective work requiring coordianted effort;purpose of team is advice, production, project, or action | Work Team |
| groups of workers who are given administrative oversight for their task domains | Self-managed teams |
| The process of getting oriented and getting acquainted | Forming |
| It is characterized by the emergence of individual personalities and roles and conflicts within the group | Storming |
| Conflicts are resolved, close relationships develop, and unity and harmony emerge | Norming |
| a "we" feeling binding group members together | Group cohesiveness |
| Members concentrate on solving problems and completing the assigned task | Performing |
| members prepare for disbandment | Adjourning |
| The considerations in building a group into an effective team are: | 1. Performance goals and feedback 2. Motivation through mutual accountability 3. Size 4. Roles 5. norms 6. cohesiveness 7. groupthink |
| advantages of 9 or fewer members on a team are: | 1. Better interaction 2. Better morale - seeing the worth of individual contributions. |
| Disadvantages of fewer members on a team are: | 1. Fewer resources 2. Possibly less innovation 3. Unfair work distribution |
| advantages of large team | 1. more resource 2. division of labor |
| in which the work is divided into particular tasks that are assigned to particular workers | Division of labor |
| Disadvantages of large teams | 1. Less interaction 2. lower morale - less commitment because people are less able to see the worth of their contribution. 3. Social loafing |
| The tendency of people to exert less effort when working in groups than when working alone. | Socal loafing |
| Socially determined expectations of how individuals should behave in a specific positions. | Roles |
| Consists of behavior that concentrates on getting the team's tasks done. | Task role |
| relationship-oriented role, consists of behavior that fosters constrructive relationships among team members | maintenance role |
| general guidelines or rules of behavior that most group or team members follow. | Norms |
| fOUr reasons why norms are enforced: | 1. To help the group survive 2. To clarify role expectation 3.To help individuals avoid embarrassing sitaution. 4. To emphasize the group's important values and identity. |
| The tendency of a group or team to stick together | Cohesiveness. |
| a cohesive group's blid unwillingness to consider alternatives | Groupthink |
| a process in which one party perceives that its interests are being opposed or negatively affected by another party. | Conflict |
| conflict that hinders the organization's performance or threatens its interests. | Negative conflict |
| Conflict which benefits the main purposes of the organization and serves its interests. | Constructive conflict. |
| interpersonal opposition based on personal dislike, disagreement, or differing styles. | Personality conflict |
| Three kinds of conflicts: | 1. Personality conflict 2. Intergroup conflict 3. Cross cultural conflict. |
| it is designed to elicit diffferent opinions without inciting people's personal feelings. | Programmed conflict. |
| THe processof assigning someone to play the role of critic | Devil's advocacy |
| The process of having two peple or groups play opposing roles in a debate in order to better understand a proposal. | Dialectic method |
Created by:
100002456119902