Term
|
Definition
Two or more people who engage in purposeful collective action |
|
|
Term
| what are the 2 type of groups |
|
Definition
|
|
Term
|
Definition
§– Two or more people who engage in voluntary collective activity for a common purpose. Generally aren’t recognized by the organization. |
|
|
Term
| what are examples of informal groups |
|
Definition
üFriendship Groups – Collection of people with like values or beliefs.
üInterest Groups – Collection of people addressing a specific subject. |
|
|
Term
|
Definition
§Two or more people who engage in organizationally required actions for a common purpose. |
|
|
Term
| what are examples of formal groups |
|
Definition
üWork Groups – Organized group of workers responsible for a task or outcome. Smallest formal organizational personnel arrangement.
üWork Teams - A special type of organizational work group. |
|
|
Term
| what are the stages of group development |
|
Definition
| forming, storming, norming, performing |
|
|
Term
|
Definition
§Beginning of the group, when members get to know each other and understand strengths and weaknesses. |
|
|
Term
|
Definition
§Most tumultuous stage of development. Group addresses inherent conflicts and develops solutions to keep the group focused. |
|
|
Term
|
Definition
§Norms or unwritten codes of conduct are established which govern group behavior. Long-term group vision and how group will function over time is charted. |
|
|
Term
| what is stage 4 performing |
|
Definition
| Groups functions as a highly effective unit. |
|
|
Term
| what is the first characteristic of effective groups |
|
Definition
| groups roles and expectations are understood by all group members |
|
|
Term
| what is the second characteristic of effective groups (e f) |
|
Definition
| group members have developed a good working relationship |
|
|
Term
|
Definition
| group members are attracted to the group and are loyal to the leader |
|
|
Term
|
Definition
| members have a high degree of trust and confidence in one another |
|
|
Term
| 5th charac of effective groups |
|
Definition
| group activities such as decision making and problem solving occur in a supportive atmosphere |
|
|
Term
| 6th charac of Effective group |
|
Definition
| the group leader's role is to create a supportive atmosphere in which group work occurs. The leader should (1) seek information from group members about decisions that will affect them and (2) provide information that they need to their jobs better |
|
|
Term
| 7th characteristic of effective groups |
|
Definition
| the group should attempt to develop each members full potential |
|
|
Term
| 8th characteristic of effective groups |
|
Definition
| an atmosphere that encourages members to influence each other should be maintained. Influence assures that new ideas enter the group and that dominant personalities work to the group's betterment |
|
|
Term
| 9th characteristic of effective groups |
|
Definition
| the process for selecting a group leader should be based on the qualities that the individual brings to the group that encourage a supportive and open atmosphere |
|
|
Term
| 10th characteristic of effective groups |
|
Definition
| communication among members and the leader should be encouraged. If problems exist, free and open communication will bring problems to the surface |
|
|
Term
|
Definition
§A set of shared expectations regarding a member’s attitude and task behavior within the group. |
|
|
Term
|
Definition
üFormal requirements of the role within a group |
|
|
Term
|
Definition
üThe recipient’s understanding of the “sent” requirements. |
|
|
Term
|
Definition
| The manner in which the received role is expressed or redefined by the individual assuming the role |
|
|
Term
| what are the problems in role making |
|
Definition
role conflict
role ambiguity
role overload |
|
|
Term
|
Definition
ØIncompatibility between role’s requirements and the individual’ s own beliefs. |
|
|
Term
|
Definition
ØRole requirements are not clear. |
|
|
Term
|
Definition
Ø– Condition where the task’s demands overwhelm the role occupant’s ability to perform the task.
|
|
|
Term
| what is the purpose of a group norm |
|
Definition
| Define the borders of acceptable behavior |
|
|
Term
| How are group norms communicated |
|
Definition
üBy explicit statements by the group leader
üBy explicit statements by the group members
üBy critical events in the group’s history
üFrom past group experiences. |
|
|
Term
| what is the purpose of a norm |
|
Definition
to facilitate group norm
to make work expectations clear
to help the group avoid embarrasment
to express the groups basic values |
|
|
Term
| what are the characteristics of the McKinsey plan |
|
Definition
üOrganize around processes rather than tasks.
üFlatten the hierarchy by grouping sub processes.
üGive leaders responsibility for processes and process performance.
üLink performance objectives and evaluation of all activities to customer satisfaction.
üAssign performance objectives to teams, not individuals.
üAssign managerial tasks to teams as much as possible.
üEmphasize the need for workers to develop several competencies.
üTrain team members on a just-in-time, need-to-perform basis.
üPut team members in touch with customers.
üReward skill development and team performance. |
|
|
