ch 13 MGMT

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Author:
Anonymous
ID:
52374
Filename:
ch 13 MGMT
Updated:
2010-11-30 09:14:43
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TEAMS GROUPS CONFLICT
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TEAMS AND GROUPS
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  1. characterstics of a group
    • typically is management-directed
    • may be formal - to do productive work
    • may be informal - for friendship
  2. characteristics of a team
    • self-directed
    • work teams, may be organized according to 4 bsic purposes
    • - advice
    • - production
    • - project
    • - action

    • 2 types of teams
    • - quality circles
    • - self-managed teams
  3. group definition
    as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity
  4. team definition
    a small group of people with complementary skills who are committed to a common purpose, performance goals, ad approach for which they hold themselves mutually accountable
  5. social loafing
    the tendency of people to exert less effortwhen working in groups than when workin alone
  6. groupthink
    a cohesive groups blind unwillinges to consider alternatives
  7. conflict
    a rocess in which one party perceive that its interests are being opposed or negatively affected by another party
  8. negative conflict - bad for organizations
    is conflict that hinders the organizatons performance or threatens its interests?

    also called dysfunctional conflict
  9. constructive conflicts - good for organizations
    whichbenefits the main purpose of the organization and serves its interests

    also called - functional or cooperative conflict
  10. Seven causes of conflict
    • 1. competition for scarce resources: when two parties need the same things
    • 2. time pressure: when people believe there aren't enough hours to do the work
    • 3. inconsistent goals or reward system: when people pursue different objectives
    • 4. Ambiguous jurisdictions: whe job boundaries are unclear
    • 5. status differences: when there are inconsistencies in power and influence
    • 6. personality clashes when individual differences can't be resolved
    • 7. communication failures: when people misperceive and misunderstand
  11. how to stimulate constructive conflict
    • 1. spur competition among employees
    • 2. change the organizations cultue and procedures
    • 3. bring in outsiders for new perspectives
    • 4. use programmed conflict: devil's advocacy and the dialectic method
  12. a group may involve into a team through 5 stages
    • 1. forming is the process of getting oriented and getting acquainted
    • 2. storming is characterized by the emergence of individual personalities and roles and conflicts within a group
    • 3. norming, conflicts are resolvd, close relationships develop, and unity and harmony emerge
    • 4. performing, members concentrate n slving problems and completing the assigned task.
    • 5. adjourning, members prepare for disbandment

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