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
busness management l
| Question | Answer |
|---|---|
| Chapter 17: Teams and Teamwork | |
| What is a Team? | A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for results. |
| A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for results. | |
| Teamwork: The process of people working together to accomplish common goals | |
| Teams in Organizationations | |
| Team and teamwork roles: serving as the appointed head of a formal work unit | |
| Network facilitator: serving as a peer leader for a special task force | |
| Team member/ participant: contributing member | |
| External coach: serving as the external convener or sponsor of a problem-solving team staffed by others | |
| Synergy | |
| The creation of a whole that is greater than the sum of its parts | |
| A team uses its membership resources/capabilities to the fullest and thereby archives through collective action | |
| Teams in Organizations | |
| Some key benefits of teams in the workplace: | |
| More resources for problem solving | |
| Improved creativity and innovation | |
| Improved quality of decision making | |
| Some common problems of teams: | |
| Personality conflicts | |
| Individual differences in work styles/ethics | |
| Unclear agendas | |
| Poorly defined roles | |
| Poor readiness to work due to: | |
| Lack of motivation | |
| Conflicts with other deadlines or priorities | |
| Lack of team organization or progress | |
| Members coming to meeting unprepared | |
| Formal teams/groups | |
| Teams that are officially recognized and supported by the organization for specific purposes | |
| Specifically created to perform organizational tasks | |
| Formal groups may be called departments, units, teams or divisions | |
| Characteristics of informal groups | |
| Not recognized on organization charts | |
| Not officially created for an organizational purpose | |
| Develops from the natural or spontaneous relationships among people (informal structure) | |
| Can help satisfy social needs | |
| Types of informal groups | |
| Interest groups: have a common cause e.g better working conditions | |
| Friendship groups | |
| Support groups: help one another with work or common problems | |
| Trends in the use of teams | |
| COMMITTEES | |
| People outside their daily job assignments work together in a small team for a specific purpose | |
| Task agenda is narrow, focused and ongoing | |
| PROJECT teams or TASK FORCES | |
| People from various parts of an organization work together on common problems, but on a temporary basis | |
| Official tasks are very specific and time defined | |
| Disbands after task is completed | |
| CROSS-FUNCTIONAL team | |
| Members come from different functional units of an organization | |
| Team works on a specific problem or task with the needs of the whole organization in mind | |
| Teams are created to knock down walls separating departments called functional chimney problems | |
| VIRTUAL teams | |
| Teams of people who work together and solve problems through largely computer-mediated rather than face-2-face | |
| SELF-MANAGING teams | |
| Teams whose jobs have been redesigned to create a high degree of task interdependence | |
| Given authority to make decisions about how to do the required work | |
| Key feature: multitasking ] members perform different jobs | |
| Also known as autonomous work groups | |
| Team building | |
| A series of planned activities usually used to gather intel and the functioning capability of a team and to increase its operating effectiveness | |
| What makes an effective team? | |
| Archives and maintains high levels of task performance | |
| Achieves and maintains high levels of member satisfaction | |
| Remains viable/possible for the future | |
| Quality of inputs + (process gains - process losses) | |
| Team diversity | |
| A variety of values, personalities, experiences, demographics and cultures among members | |
| Provides greater variety of available ideas, perspectives and experiences \as team diversity increases , complexity of interpersonal relationship also increases | |
| Homogeneous teams: members share similar characteristics | |
| Team inputs | |
| Influences group processes in the pursuit of team effectiveness | |
| Nature of the task | |
| Resources and organizational setting | |
| Team size | |
| Membership characteristics | |
| Norms | |
| Refer to the behaviour expected of the team members | |
| Rules or standards that guide behavior | |
| Violating of the norms may result in team sanctions | |
| Performance norms define the level of work effort and performance that a team members are expected to contribute | |
| Group/team process | |
| The way team members of any teamwork together as they convey inputs and outputs | |
| There are Five distinct phases in the lifecycle of any team | |
| Forming: initial orientation, entry and interpersonal testing | |
| Storming: conflict over tasks and ways of working as a team | |
| Norming: consolidation/cooperation around task and operating agendas | |
| Performing: teamwork focused task performance | |
| Adjourning: task accomplishment and eventual disengagement/closure | |
| Team cohesiveness/togetherness | |
| The degree to which members are attracted to and motivated to remain part of a team | |
| Can be beneficial if paired with positive performance norms | |
| Positive norms + high cohesiveness= high performance and commitment to norms | |
| Task activities: contribute to the teams information | |
| Maintenance activities: support the emotional life of the team as a social entity | |
| Distributed leadership | |
| Make every member responsible for recognizing when task and/or maintenance activities are needed and taking actions to provide them | |
| Leading through task activities focuses on solving problems and achieving performance results | |
| Leading through maintenance activities helps strengthen and maintain the team as a social system | |
| Dysfunctional/disruptive activities that reduce team effectiveness | |
| Being aggressive | |
| Seeking sympathy | |
| Competing | |
| Withdrawal | |
| Horsing around | |
| Seeking recognition | |
| Communication networks | |
| Decentralized: all members communicate directly with one another | |
| Centralized: activities are coordinated and results pooled by central point of control | |
| Restricted: polarized subgroups contest one another | |
| Six ways teams make decisions: | |
| Decision by lack of response: one idea after another is suggested without and decision takes place | |
| Decision by authority: decision made by authority figure | |
| Decision by minority rule: small groups are able to dominate the team | |
| Decision by majority rule: formal voting may take place to find the majority viewpoint | |
| Decision by consensus: full discussion leads to one alternative being favoured by most members | |
| Decision by unanimity: team members agree on the course of action to be taken | |
| Groupthink | |
| Everyone in the group thinks the same. Fear of disagreements. Publicly agree but privately disagree | |
| Groupthink is a tendency for highly cohesive groups to lose their critical evaluative capabilities | |
| Creativity in team decision-making | |
| Brainstorming: engages group members in an open spontaneous discussion of problems and ideas | |
| Quantity of ideas is important. Criticism is ruled out | |
| Nominal group technique: structures interaction among team members discussing problems and ideas. | |
Created by:
user-2024815