Chpt 11 Leading Effective Teams

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Chpt 11 Leading Effective Teams
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2013-04-09 15:35:02
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  1. Team
    • a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
    • -common commitment
  2. Advice Teams
    created to broaden the information base for managerial decisions
  3. Production Teams
    responsible for performing day-to-day operations
  4. Project Teams
    require creative problem solving, often involving the application of specialized knowledge. time is critical
  5. Action Teams
    High specialization is combined with high coordination. best exemplified by a baseball team
  6. Team Viability
    defined as team members’ satisfaction and continued willingness to contribute.
  7. Cooperation
    • Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective. The greater the integration, the greater the degree of cooperation.
    • 1.Cooperation is superior to competition in promoting achievement and productivity.
    • 2.Cooperation is superior to individualistic efforts in promoting achievement and productivity.
    • 3.Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition
  8. Trust
    Reciprocal faith in others’ intentions and behavior
  9. Propensity to Trust
    A personality trait involving one’s general willingness to trust others.
  10. How to Build Trust (6)
    • 1)Communication
    • 2)Support
    • 3)Respect
    • 4)Fairness
    • 5)Predictability
    • 6)Competence
    • (TRUST IS ANCHORED TO CREDIBILITY)
  11. Cohesiveness
    • a process whereby “a sense of ‘we-ness’ emerges to transcend individual differences and motives
    • -Cohesive group members stick together for one or both of the following reasons: 1.they enjoy each others’ company2.they need each other to accomplish a common goal.
  12. Socio-Emotional Cohesiveness
     a sense of togetherness that develops when individuals derive emotional satisfaction from group participation.
  13. Instrumental Cohesiveness
     a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group’s goal by acting separately
  14. Group Cohesiveness Research
    • There is a small but statistically significant cohesiveness→performance effect.
    • The cohesiveness→performance effect was stronger for smaller and real groups
    • The cohesiveness→performance effect becomes stronger as one moves from nonmilitary real groups to military groups to sports teams.
  15. Virtual Team
    physically dispersed task group that conducts its business primarily through modern information technology
  16. Self-managed Teams
    • Groups of employees granted administrative oversight for their work.
    • Accountability is maintained indirectly by outside managers and leaders
  17. Self-Managed Teams Influence Tactics (4)
    • 1)Relating
    • 2)Scouting
    • 3)Persuading
    • 4)Empowering
  18. Are Self-Managed Teams Effective?
    • Self-managed teams had:
    • A positive effect on productivity.
    • A positive effect on specific attitudes relating to self-management
    • No significant effect on general attitudes
    • No significant effect on absenteeism or turnover
  19. Team Building
    Experiential learning aimed at better internal functioning of groups.
  20. Attributes of High-Performance Teams
    • 1)participative leadership
    • 2)Shared Responsibility
    • 3)Aligned on Purpose
    • 4)High communication
    • 5)Future focused
    • 6)focused on task
    • 7)creative talents
    • 8)rapid response
  21. Reaction
    How did the participants feel about the activity?
  22. Learning
    Did the experience increase knowledge or improve skills?
  23. Behavior
    Did participants’ on-the-job behavior improve as a result of the activity?
  24. Results
    Did participants subsequently achieve better measurable results?

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