13. Creating and managing teams Flashcards Preview

Introduction to Business Administration > 13. Creating and managing teams > Flashcards

Flashcards in 13. Creating and managing teams Deck (35)
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1
Q

Group

A

two or more interacting and interdependent individuals who come together to achieve specific goals.

2
Q

Formal groups

A

Work groups defined by the organization’s structure that have designated work assignments and tasks.

3
Q

Informal groups

A

Groups that are independently formed to meet the social needs of their members.

4
Q

Command groups

A

Groups determined by the organizational chart and composed of individuals who report directly to a given manager

5
Q

Task groups

A

Groups composed of individuals brought tigether to complete a specific job task; their existence is often temporary becuase when the task is completed, the groups disband

6
Q

Cross-functional teams

A

Groups that bring together the knowlege and skills of individuals from various work areas or groups whose members have been trained to do each others jobs.

7
Q

Self-managed teams

A

Groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities such as hiring, planning and scheduling, and evaluating performance.

8
Q

Forming stage

A

the first stage of group development in which people join the group and then define the group’s purpose, structure, and leadership.

9
Q

Storming age

A

the second stage of group development, characterized by intragroup conflict.

10
Q

Norming age

A

the third stage of group development, characterized by close relationships and cohesiveness

11
Q

Performing stage

A

the fourth stage of group development when the group is fully functional and works on group task.

12
Q

Adjourning

A

the final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance.

13
Q

Stages of group development

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
14
Q

Why are some groups more successful than others?

A
  • The abilities of the group’s members
  • The size of the group
  • The level of conflict
  • The internal pressures on members to conform to the group’s norms
15
Q

Role (Group Structure)

A

behavior patterns expected of someone occupying a given position in a social unit.

16
Q

Norms (Group Structure)

A

standards or expectations that are accepted and shared by a group’s members.

17
Q

Groupthink (Group Structure)

A

when a group exerts extensive pressure on an individual to align his or her opinion with that of others.

18
Q

Status (Group Structure)

A

a prestige grading, position, or rank within a group.

19
Q

Social loafing (Group Structure)

A

the tendency for individuals to expend less effort when working collectively than when working individually

20
Q

Group cohesiveness (Group Structure)

A

the degree to which group members are attracted to one another and share the group’s goals.

21
Q

Conflict

A

preceived incompatible differences that result in interference or opposition

22
Q

Traditional view of conflict

A

the view that all conflict is bad and must be avoided.

23
Q

Human relations view of conflict

A

the view that conflict is a natural and inevitable outcome in any group.

24
Q

Interactionist view of conflict

A

the view that some conflict is necessary for a group to perform effectively.

25
Q

Functional conflicts

A

conflicts that support a group’s goals and improve its performance.

26
Q

Dysfunctional conflicts

A

conflicts that prevent a group from achieving its goals

27
Q

Task conflict

A

conflicts over content and goals of the work.

28
Q

Relationship conflict

A

conflict based on interpersonal relationships

29
Q

Process conflict

A

conflict over how work gets done.

30
Q

Work teams

A

groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.

31
Q

Problem-solving team

A

a team from the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems.

32
Q

Self-managed work team

A

a type of work team that operates without a manager and is responsible for a complete work process or segment.

33
Q

Cross-functional team

A

a work team composed of individuals from various functional specialties.

34
Q

Virtual team

A

a type of work team that uses technology to link physically dispersed members in order to achieve a common goal.

35
Q

Characteristics of effective Teams

A
  • clear goals
  • Relevant skills
  • Mutual Trust
  • Unified Commitment
  • Good communication
  • Negotiating Skills
  • Appropriate Leadership
  • Internal & External support