Chapter 13
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| Group | two or more freely acting individuals who share norms, share goals, and have a common identity
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| Continuous improvement team | Volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems; formerly called quality circle
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| Cross-functional team | Members composed of people from different departments, such as sales and production, pursuing a common objective
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| Problem-solving team | Knowledgeable workers who meet as a temporary team to solve a specific problem and then disband
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| 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.
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| Top-management team | Members consist of the CEO, president, and top department heads and work to help the organization achieve its mission and goals
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| Virtual team | Members interact by computer network to collaborate on projects
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| Work team | Members engage in collective work requiring coordinated effort; purpose of team is advice, production, project, or action.
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| Formal group | Group assigned by organizations or its managers to accomplish specific goals
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| Informal group | Group formed by people whose overriding purpose is getting together for friendship or a common interest
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| Advice teams | Created to broaden the information base for managerial decisions. Example: Committees, review panels
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| Production teams | Responsible for performing day-to-day operations. Example: Assembly teams, maintenance crews
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| Work Teams for Four Purposes | Advice teams, Production teams, Project teams, Action teams
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| 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
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| 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
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| Five Stages of Group and Team Development | 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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| Continuous improvement teams | Consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.
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| Self-Managed teams | Groups of workers who are given administrative oversight for their task domains
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| Stage I: Forming | Process of getting oriented and getting acquainted
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| During forming leader should: | Allow time for people to become acquainted and socialize
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| Stage 2: Storming | Characterized by the emergence of individual personalities and roles and conflicts within the group
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| During storming leader should: | Encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals
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| Stage 3: Norming | Conflicts are resolved, close relationships develop, and unity and harmony emerge
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| During norming leader should: | Emphasize unity and help identify team goals and values
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| Stage 4: Performing | Members concentrate on solving problems and completing the assigned tasks
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| During performing leader should: | Allow members the empowerment they need to work on tasks
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| Stage 5: Adjourning | Members prepare for disbandment
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| During adjourning leader should: | Help ease the transition by rituals celebrating “the end” and “new beginnings”
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| Cooperating | Efforts are systematically integrated to achieve a collective objective.
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| Trust | Reciprocal faith in others’ intentions and behaviors
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| Cohesiveness | Tendency of a group or team to stick together
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| Advantage of small teams | 2-9 members, better interaction and better morale
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| Disadvantage of small teams | Fewer resources, Possibly less innovation, Unfair work distribution
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| Advantage of large team | 10-16 members, more resources and division of labor
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| Disadvantage of large team | Less interaction, Lower morale, Social loafing
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| Roles | A socially determined expectation of how an individual should behave in a specific position. Example: Task roles, maintenance roles
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| Norms | General guidelines that most group or team members follow
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| 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
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| Groupthink | A cohesive group’s blind unwillingness to consider alternatives
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| Results of Groupthink | Reduction in alternative ideas and Limiting of other information
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| Preventing Groupthink | Allow criticism and other perspectives
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| Conflict | Process in which one party perceives that its interests are being opposed or negatively affected by another party
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| Dysfunctional conflict | Conflict that hinders the organization’s performance or threatens its interest
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| Functional conflict | Conflict that benefits the main purposes of the organization and serves its interests
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| Personality conflict | Interpersonal opposition based on personal dislike, disagreement, or differing styles
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| Intergroup conflicts | Inconsistent goals or reward systems, ambiguous jurisdictions, status differences
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| 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
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| Dialectic method | Process of having two people or groups play opposing roles in a debate in order to better understand a proposal
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| Avoiding | “Maybe the problem will go away”
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| Accommodating | “Let’s do it your way”
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| Forcing | “You have to do it my way”
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| Compromising | “Let’s split the difference”
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| Collaborating | “Let’s cooperate to reach a win-win solution that benefits both of us”
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| 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.
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| Division of labor | in which the work is divided into particular tasks that are assigned to particular workers.
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| Social loafing | the tendency of people to exert effort when working in groups than when working alone.
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| Task role | consists of behavior that concentrates on getting the team's task done. Example: coordinators, orienters, initiators, energizers.
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| Maintenance role | consists of behavior that fosters constructive relationships among team members. Examples: encouragers, standards setters, harmonizer, compromisers.
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| Behaviors to help you better handle conflict | 1. openness 2. Equality 3. Empathy 4. Supportiveness 5. Positiveness
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Created by:
Josefine Hippi