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MGMT:Ch13
| Question | Answer |
|---|---|
| Group | two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity |
| Formal Group | group established to do something productive for the organization and is headed by a leader |
| Informal Group | created for friendship; formed by people seeking friendship and has no officially appointed leader, although one may emerge |
| 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 |
| Stages of Group & Team Development | Forming, Storming, Norming, Performing, Adjourning |
| Forming | "Why are we here?"- process of getting oriented and getting acquainted. High degree of uncertainty, breaking the ice, figure out who's in charge. Mutual trust is low, a lot of holding back |
| What should leaders do in the forming stage? | allow time for people to be acquainted and socialize |
| Storming | "Why are we fighting over who does what and who's in charge?"- characterized by the emergence of individual personalities and roles and conflicts within the group |
| What leader should do during STORMING | encourage members to suggest ideas, voice disagreements, and work through conflicts about tasks and goals |
| Norming | "Can we agree on roles and work as a team?"-conflicts are resolved, close relationships develop, unity and harmony emerge |
| Groups evolve into teams in which stage? | Norming |
| Group Cohesiveness | a "we" feeling binding group members together |
| What leader should do during NORMING | stage doesn't last long; emphasize unity; help identify team goals and values |
| Performing | "Can we do the job properly?"- members concentrate on solving problems and completing the assigned tasks |
| What leader should do during PERFORMING | allow members the empowerment they need to work on tasks |
| Adjourning | "Can we help members transition out?"- members prepare for disbandment |
| Building Effective Teams (7 considerations) | Performance and Feedback; Motivation through Mutual Accountability; Size; Roles; Norms; Cohesiveness; Groupthink |
| 1. Performance Goals and Feedback | purpose needs to be defined, measurable performance goals, and continual feedback |
| 2. Motivation through Mutual Accountability | members feel mutual trust and commitment, allow teams to do hiring of new members |
| 3. Size | Small or Large? |
| Small Teams | PROS: better interaction, morale CONS: fewer resources, less innovation, unfair work distribution |
| Large Teams | PROS: more resources, division of labor CONS: less interaction, lower morale, social loafing (exerting less effort when working in groups) |
| 4. Roles | socially determined expectations of how individuals should behave in a specific position |
| Task role | behavior that concentrates on getting the team's task done |
| Maintenance Role | behavior that fosters constructive relationship among team members |
| 5. Norms | general guidelines or rules of behavior that most group members follow |
| 6. Cohesiveness | tendency of a group or team to stick together |
| 7. Groupthink | a cohesive group's blind unwillingness to consider alternatives; too friendly makes them unable to think "outside the box" |
| Symptoms of Groupthink | Invulnerability and stereotyping of opposition, rationalization and self-censorship, illusion of unanimity, peer pressure |
| Results of Groupthink | Reduction in alternative ideas, limiting of other information |
| Preventing Groupthink | Allow criticism, allow other perspectives |
Created by:
bbyjx3
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