Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
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
OB Ch10
Observational Behaviour Chapter 10, Scandura 2nd Edition
| Term | Definition |
|---|---|
| Performing | Refers to the team producing collective work products in team development |
| Storming | Refers to emerging conflicts regarding the goals and contributions of team members and the possible challenges to the leader in the five-stage model of team development |
| Synergy | Refers to the ability of a team to produce something beyond the sum of individual member contributions |
| Self-managed work team | A work team that has no designated leader and has control over the specific ways tasks are being performed |
| Team metrics | Is a measure that assesses how a team is performing over time and they provide feedback to team members |
| Facilitators | Help the team to make decisions by asking questions and reflecting statements |
| Idea evaluation | A method of decision making that is a discussion of strengths and weaknesses of ideas |
| Brainstorming | One of the most common forms of team decisions making |
| Social loafing | Reduction in motivation and effort when individuals work collectively compared with when they work individually or coactively (i.e., work with others but do not combine inputs into a group product) |
| Team | Small number of people with complementary skills who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable |
| Work group | Interacts primarily to share information and make decisions to help one another perform within each member's area of responsibility |
| Work team | Generates coordinated effort; individual efforts result in a level of performance greater than the sum of individuals inputs |
| Work group | Not responsible for a collective work product |
| Work team | Create synergy |
| Work team | depend on one another and must interact to create something that no on person on the team could create |
| Team purpose | Increased competition forced restructuring for efficiency and effectiveness Better utilize employee talents Be more flexible and responsive to change Increase motivation |
| Team norms | Informal and interpersonal rules that team members are expected to follow May be explicit or implicit |
| Team charter | Team purpose are clarified and expectations for behavior are set forth Misunderstandings should be fewer and team members can be reminded of the group's norms |
| Team mental models | Team members' share, organized understanding and mental representation of knowledge about key elements of the team's relevant environment |
| Three functions of team mental models | Allow team members to interpret information similarly |
| Three functions of team mental models | Shared expectations concerning the future |
| Three functions of team mental models | Develop similar reasoning as to why something happens |
| Five-Stage Model | Forming Storming Norming Performing Adjourning |
| Forming | Clarify purpose and ground rules |
| Storming | Address conflict and maintain focus on purpose |
| Norming | Remind followers of ground rules and address deviations |
| Performing | Celebrate successes along the way to reaching the goal |
| Adjourning | Arrange a celebration to recognize the team's accomplishments |
| Punctuated equilibrium | Transition between an earlier phase of inactivity of a team followed by a second phase of significant acceleration toward task completion |
| Team metrics | Task metrics Process metrics Individual development metrics |
| Task metrics | The "what" of teamwork |
| Process metrics | The "how" of teamwork |
| Individual development metrics | The "learning" in teamwork (how individuals are developing new skills and learning from being on the team) |
| Team learning | Ongoing process through which teams acquire Originates at individual level, emerges at team level Higher learning orientation Psychological safety |
| Team creativity and innovation | Processes and outcomes of developing new ideas for innovation Encompasses what team members do behaviorally Communication of new ideas Positive behaviors of leaders |
| Cohesion | Team spirit experienced in high-performing teams |
| Cohesive groups | Perform better because they are more motivated and able to organize tasks around a common goal |
| Group think | Conformity-seeking tendency of the group that results in compromised decision making |
Created by:
ltt
Popular Business sets