Mgmt Chapter 10

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  1. Group
    • >2 people
    • Members interact primarily to exchange info
    • Possible absence of collaboration, loyalty toward one another
    • Attempts to achieve leaders' goal
    • Accountable to leader
    • No interdependence/ joint effort
  2. Formal Groups
    Structured by company
  3. Informal Groups
    • Occur naturally
    • SOCIAL
  4. Team
    • Success dependent on each other
    • goal and vision shared by all
    • groups where members work extensively together using their synergy
    • mutual accountability, not just to leader
  5. Work teams
    • Work intensely for a common goal
    • combined efforts result in performance levels > sum of individual parts
  6. Cross Functional
    • Made up of different departments
    • Limited interdependance
  7. Problem solving teams
    • employees from same department work together to improve work activities or solve a problem
    • Collaboration, interdependence, sharing of ideas
  8. Self Managed Teams
    • Autonomy - no direct supervision
    • Responsible for entire work process
  9. Advisory Teams
    • Create feedback and recommendations to org decision makers
    • Eg. Advisory teams
  10. Virtual Teams
    Teams that use tech to link physically dispersed members
  11. Stages of Group Developement
    • 1. Forming - purpose, structure
    • 2. Storming - conflict, direction
    • 3. Norming - cohesiveness
    • 4. Performing - team is functional
    • 5. Adjourning - Wrap up
  12. 1. Forming
    purpose, structure
  13. 2. Storming
    conflict, direction
  14. 3. Norming
  15. 4. Performing
    team is functional
  16. 5. Adjourning
    Wrap up
  17. Challenges
    • Individuals want their own rewards. Hard to focus on team.
    • Culture. Power distance, individualism
  18. Task oriented roles
    • Accomplish tasks and move team forward
    • eg. Iniciator
  19. Maintenance Roles
    • Maintain good relationships w/i group
    • Eg. Harmonizer, encourager
  20. Shape Team Behaviour
    • Turn individuals into functional teams
    • Selection, Training, Rewards
  21. Selection (Shape team behaviour)
    Pick the right people for team
  22. Training (Shape team behaviour)
    Workshops, exercises
  23. Rewards (Shape team behaviour)
    Bonus, raise
  24. Characteristics of Effective teams
    • Relevant skills
    • Leadership
    • mutual trust, loyalty, commitment
    • communication
    • internal and external support
  25. Cohesiveness
    • Attraction people feel toward team
    • Motivation to remain members
    • Created through - size, member similarity, interaction, overcome challenges, remind members of mutual need
  26. Social Loafing
    Individual puts in less effort when working w/ others than when working individually
  27. 3 Beliefs about Conflicts
    • Traditional View
    • Human Relations View
    • Interactionist view
  28. Traditional View (Conflict)
    All conflict is bad and must be avoided.
  29. Human Relations View (Conflict)
    • Conflict is natural and unavoidable
    • Can be a positive force to group performance
  30. Interactionist View (Conflict)
    Some conflict is absolutely necessary for a group to perform effectively
  31. Functional Conflict
    conflicts that support goals of work group and increases performance
  32. Dysfunctional Conflict
    • Destructive conflict
    • Prevent group from achieving goals
  33. Task Conflict
    Conflict over content and goals of work
  34. Relationship Conflict
    Conflict based on interpersonal relationships
  35. Process Conflict
    Conflict over how the work gets done

Card Set Information

Mgmt Chapter 10
2013-12-12 19:34:13
Mgmt Management Final

Prep for final
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