management ch 13
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| two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity | Group
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| it is defined as a small group of people with complementary skills who are commiteed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. | Team
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| a group established to do something productive for the organization and is headed by a leader | Formal group
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| a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership | Informal group
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| The purpose of establishing team are | 1. Advice
2. Production.
3. Project
4. action
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| The various types of teams are | 1. Continuous improvement team
2. Cross-functional team
3. Problem-solving team
4.Self-managed team
5. Top-management team
6. Virtual team
7. Work team
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| teams that are created to broaden the information base for managerial decision | Advice teams
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| Teams that are responsible for performing day to day operations | Production teams
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| Teams that work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team. | Project teams
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| teams that work to accomplish tasks that requre people with 1. specialized training, 2. a high degree of coordination. | Action Teams
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| Which is staffed with specialists pursuing a common objective | Cross-functional Team
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| which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and quality related problems | Continuous improvement team
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| Members composed of people from different department, such as sales and production, pursuing a common objective | Cross-functional team
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| Knowledgeable workers who meet as a temporary team to sove a specific problem and then disband | Problem-solving team
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| Workers are trained to do all or most of the jobs in a work untio, have no direct supervisor, and do their own day to day supervision | Top management team
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| Members interact by computer network to collaborate on projects | Virtual team
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| Members engage in collective work requiring coordianted effort;purpose of team is advice, production, project, or action | Work Team
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| groups of workers who are given administrative oversight for their task domains | Self-managed teams
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| The process of getting oriented and getting acquainted | Forming
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| It is characterized by the emergence of individual personalities and roles and conflicts within the group | Storming
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| Conflicts are resolved, close relationships develop, and unity and harmony emerge | Norming
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| a "we" feeling binding group members together | Group cohesiveness
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| Members concentrate on solving problems and completing the assigned task | Performing
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| members prepare for disbandment | Adjourning
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| The considerations in building a group into an effective team are: | 1. Performance goals and feedback
2. Motivation through mutual accountability
3. Size
4. Roles
5. norms
6. cohesiveness
7. groupthink
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| advantages of 9 or fewer members on a team are: | 1. Better interaction
2. Better morale - seeing the worth of individual contributions.
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| Disadvantages of fewer members on a team are: | 1. Fewer resources
2. Possibly less innovation
3. Unfair work distribution
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| advantages of large team | 1. more resource
2. division of labor
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| in which the work is divided into particular tasks that are assigned to particular workers | Division of labor
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| Disadvantages of large teams | 1. Less interaction
2. lower morale - less commitment because people are less able to see the worth of their contribution.
3. Social loafing
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| The tendency of people to exert less effort when working in groups than when working alone. | Socal loafing
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| Socially determined expectations of how individuals should behave in a specific positions. | Roles
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| Consists of behavior that concentrates on getting the team's tasks done. | Task role
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| relationship-oriented role, consists of behavior that fosters constrructive relationships among team members | maintenance role
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| general guidelines or rules of behavior that most group or team members follow. | Norms
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| fOUr reasons why norms are enforced: | 1. To help the group survive
2. To clarify role expectation
3.To help individuals avoid embarrassing sitaution.
4. To emphasize the group's important values and identity.
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| The tendency of a group or team to stick together | Cohesiveness.
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| a cohesive group's blid unwillingness to consider alternatives | Groupthink
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| a process in which one party perceives that its interests are being opposed or negatively affected by another party. | Conflict
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| conflict that hinders the organization's performance or threatens its interests. | Negative conflict
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| Conflict which benefits the main purposes of the organization and serves its interests. | Constructive conflict.
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| interpersonal opposition based on personal dislike, disagreement, or differing styles. | Personality conflict
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| Three kinds of conflicts: | 1. Personality conflict
2. Intergroup conflict
3. Cross cultural conflict.
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| it is designed to elicit diffferent opinions without inciting people's personal feelings. | Programmed conflict.
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| THe processof assigning someone to play the role of critic | Devil's advocacy
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| The process of having two peple or groups play opposing roles in a debate in order to better understand a proposal. | Dialectic method
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