Term
| the _____ stage of the group development process is one in which close relationships develop and group becomes cohesive |
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Definition
NORMING
-close relationships
-cohesiveness
-clear focus on objective
-group has common set of expectations (norms) |
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Term
social loafing is consistent with collectivist cultures
T/F> |
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Definition
FALSE
social loafing is common in cultures dominated by self-interest |
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Term
| Those in a company who view conflict over the marketing strategy as natural an inevitable have a ______ view of conflict |
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Definition
HUMAN RELATIONS
-natural occurrence within group, has potential to be positive |
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Term
Global teams are associated with high levels of GROUPTHINK
T or F? |
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Definition
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Term
| How can a manager avoid Social loafing? |
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Definition
| 1. clearly identify individual responsibilities/goals |
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Term
| Group A has been meeting for 1 month, and still cannot choose an individual leader. At least 3 people are qualified, but they cannot decide. They are the in the _______ stage |
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Definition
STORMING
-conflict within the team |
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Term
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Definition
Independent formal groups whose members, in addition to their regular jobs have traditional managerial duties including:
1. hiring,
2. planning
3. scheduling
4. assigning taks and evaluating performance
5. collective control over pace of work, operations management and taking action in problems
-no manager to report to, manage themselves |
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Term
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Definition
Tend to be more TASK-ORIENTED
use computer technology to link physically dispersed members in order to achieve goal.
-can do everything other teams can, share info, make decisions and complete tasks but since they have never personally met, tend to be more TASK ORIENTED |
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Term
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Definition
Group of individuals who are experts in various specialties and work together to complete various tasks
- |
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Term
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Definition
teams of individuals from same dept/functional area formed to solve a specific problem
-members share ideas or offer suggestions about how work processes and methods can be improved
-rarely given authority to implement ideas |
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Term
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Definition
In a formal group, people join because of some work task
next phase is defining group purpose, involves uncertainty in which members "test the waters"
-complete when members think of themselves as part of a group |
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Term
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Definition
conflict over who will control the group/what the group needs to be doing
A relatively clear hierarchy of leadership and agreement on the group emerges |
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Term
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Definition
-Anything can have status if others in the group evaluate it that way
-status may be informally conferred by characteristics like education, skills, or experience
-Group members have no problems placing people into status categories and usually agree about who has high/low status |
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Term
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Definition
-If goals are desirable (high output, quality work etc.) a cohesive group is more productive
-If goals are undesirable but cohesiveness is high, productivity decreases
-If cohesiveness is low and goals are not supported, productivity is not significantly affected |
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Term
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Definition
for process conflict to be productive, it must be MINIMAL
-otherwise, it can become dysfunctional and lead to uncertainty, increase time to complete tasks, and result in members working cross-purposes |
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Term
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Definition
| low-moderate level of task conflict is functional and has a consistently positive effect on group performance because is stimulates discussion of ideas that make it more innovative |
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Term
| Human relations view of conflict |
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Definition
| -conflict is natural and inevitable in any group and as potential to increase group performance |
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Term
| Traditional view of conflict |
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Definition
| -says conflict indicates a problem within the group |
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Term
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Definition
| Conflict is the PERCEIVED incompatible differences resulting in some form of interference or opposition |
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Term
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Definition
Pros: diversity of ideas, limited group think, increased attention on understanding others perspectives etc
Cons: Dislike/mistrust of team members, stereotyping, communication problems, stress/tension
EX: A global team from a culture in which uncertainty avoidance is high, they will not be comfortable dealing with ambiguous tasks |
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Term
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Definition
Social network structure is important because
-organizations are recognizing practical benefits of knowing the social network within teams
-A recent view of team studies shows that teams with high levels of interpersonal connectedness actually attained their goals better |
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