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Management
Chapter 13
| Question | Answer |
|---|---|
| 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