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Continuous improvement team
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Management

Chapter 13

QuestionAnswer
Group two or more freely acting individuals who share norms, share goals, and have a common identity
Continuous improvement team Volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems; formerly called quality circle
Cross-functional team Members composed of people from different departments, such as sales and production, pursuing a common objective
Problem-solving team Knowledgeable workers who meet as a temporary team to solve a specific problem and then disband
Self-managed team Workers are trained to do all or most of the jobs in a work unit, have no direct supervisor, and do their own day-to-day supervision.
Top-management team Members consist of the CEO, president, and top department heads and work to help the organization achieve its mission and goals
Virtual team Members interact by computer network to collaborate on projects
Work team Members engage in collective work requiring coordinated effort; purpose of team is advice, production, project, or action.
Formal group Group assigned by organizations or its managers to accomplish specific goals
Informal group Group formed by people whose overriding purpose is getting together for friendship or a common interest
Advice teams Created to broaden the information base for managerial decisions. Example: Committees, review panels
Production teams Responsible for performing day-to-day operations. Example: Assembly teams, maintenance crews
Work Teams for Four Purposes Advice teams, Production teams, Project teams, Action teams
Project teams Work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team. Example: Task forces, research groups
Action teams Work to accomplish tasks that require people with specialized training and a high degree of coordination. Example: Hospital surgery teams, airline cockpit crews, police SWAT teams
Five Stages of Group and Team Development 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Continuous improvement teams Consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.
Self-Managed teams Groups of workers who are given administrative oversight for their task domains
Stage I: Forming Process of getting oriented and getting acquainted
During forming leader should: Allow time for people to become acquainted and socialize
Stage 2: Storming Characterized by the emergence of individual personalities and roles and conflicts within the group
During storming leader should: Encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals
Stage 3: Norming Conflicts are resolved, close relationships develop, and unity and harmony emerge
During norming leader should: Emphasize unity and help identify team goals and values
Stage 4: Performing Members concentrate on solving problems and completing the assigned tasks
During performing leader should: Allow members the empowerment they need to work on tasks
Stage 5: Adjourning Members prepare for disbandment
During adjourning leader should: Help ease the transition by rituals celebrating “the end” and “new beginnings”
Cooperating Efforts are systematically integrated to achieve a collective objective.
Trust Reciprocal faith in others’ intentions and behaviors
Cohesiveness Tendency of a group or team to stick together
Advantage of small teams 2-9 members, better interaction and better morale
Disadvantage of small teams Fewer resources, Possibly less innovation, Unfair work distribution
Advantage of large team 10-16 members, more resources and division of labor
Disadvantage of large team Less interaction, Lower morale, Social loafing
Roles A socially determined expectation of how an individual should behave in a specific position. Example: Task roles, maintenance roles
Norms General guidelines that most group or team members follow
Why Norms are Enforced 1. To help the group survive 2. To clarify role expectations 3. To help individuals avoid embarrassing situations 4. To emphasize the group’s important values and identity
Groupthink A cohesive group’s blind unwillingness to consider alternatives
Results of Groupthink Reduction in alternative ideas and Limiting of other information
Preventing Groupthink Allow criticism and other perspectives
Conflict Process in which one party perceives that its interests are being opposed or negatively affected by another party
Dysfunctional conflict Conflict that hinders the organization’s performance or threatens its interest
Functional conflict Conflict that benefits the main purposes of the organization and serves its interests
Personality conflict Interpersonal opposition based on personal dislike, disagreement, or differing styles
Intergroup conflicts Inconsistent goals or reward systems, ambiguous jurisdictions, status differences
Devil’s advocacy Process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing
Dialectic method Process of having two people or groups play opposing roles in a debate in order to better understand a proposal
Avoiding “Maybe the problem will go away”
Accommodating “Let’s do it your way”
Forcing “You have to do it my way”
Compromising “Let’s split the difference”
Collaborating “Let’s cooperate to reach a win-win solution that benefits both of us”
Team 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.
Division of labor in which the work is divided into particular tasks that are assigned to particular workers.
Social loafing the tendency of people to exert effort when working in groups than when working alone.
Task role consists of behavior that concentrates on getting the team's task done. Example: coordinators, orienters, initiators, energizers.
Maintenance role consists of behavior that fosters constructive relationships among team members. Examples: encouragers, standards setters, harmonizer, compromisers.
Behaviors to help you better handle conflict 1. openness 2. Equality 3. Empathy 4. Supportiveness 5. Positiveness
Created by: Josefine Hippi
 

 



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