Term
Team Boundaries
Underbounded
Overbounded |
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Definition
Team Boundaries
Underbounded – team has numerous ties outside of the team, but this may impair the team’s ability to become cohesive
Overbounded – team is cohesive, but doesn’t have ability to work with those outside of the team – not ties beyond the team’s boundary |
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Term
| Types of Teams Based on How They Relate with Their Environment Broadcasting Marketing Surveying Insulating |
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Definition
Insulating Focused on internal team functioning Can result in team being “out of touch”- isolated from other parts of the org. A: less likely to comprimies ideas/objectives. D: diconnected from the org.
Broadcasting Internally focused – inform others of their actions-- interal team stuff until to ready to share. A: control neg info. D: may fail to meet the true needs of the cust.
Marketing Try to sell their output to others within/outside org.-- buy in of outsiders through self promotion and lobbying. A: highly visable, helpful for team. D: may fail to meet true needs of cust.
Surveying _externally focused – try to meet needs of external groups-consindtrates on diagnosing needs of cust. A; greatest potential for cust sat. D: really expensive/time consuming. Posible dissatisfaction :( |
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Term
| Team Member Roles * add book roles |
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Definition
Spokesperson Voice of the team Can be set by team, or by members of external environment Interpreter Deciphers information received by the team
Lobbyist Explains to outsiders, what the team is doing and why important – in language that they can understand -
boundry spanner: bridge btwn ppl in the org that wouldn't usually interact
buffer: protects team from bad news that will hurt morale
intrepreter: shapes the collective unerstanding of the team-- intreprets data from other teams
advisor: informs teams about what options to consider and which actions to take
gatekeeper: flow of info to and from team |
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Term
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Definition
Human Capital
Some teams do better because of greater ability
social_ Capital
Resources available to an individual/team through social networks
Team inputs, coordination enhanced through having external contacts |
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Term
Communication Networks
*add strong ties/ weak ties def. |
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Definition
Gregory
clique Network
Close-knit, self-contained network
Everyone’s network pretty much the same
Berta
Entrepreneurial boundary spanning Network
Less tightly-knit group – more contacts in varied org areas
Less overlap in individual’s networks
No one in Panel B has same network as Berta |
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Term
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Definition
Boundary Spanner
Berta is one
Bridge between team and other units, organization, customers
Information Broker
Is the conduit of information flow between teams/org units
Fill structural roles
Connect individuals within organization who otherwise would not be connected
Break down functional ethnocentrism
Can be accomplished through interlocking teams |
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Term
Networks
clique/entreprnurial |
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Definition
Clique Network
Advantages
Cohesion
Efficient decision-making
Disadvantages
Redundant communication
Biased communication
Groupthink
Entrepreneurial Network
Advantages
Leverage diversity
Greater creativity
Disadvantages
Power struggles
Greater conflict
Both task and relationship |
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Term
| Ways to Improve Team Integration |
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Definition
Expand the Size of the Network
Recognize the Limitations of Clique Networks
Diversify Networks
Homogeneity Bias
Have both “strong” and “weak” ties
Build Hierarchical Networks
Integrate across Teams |
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Term
Integrating Across Teams Roles
7 |
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Definition
Liaison Roles: One individual team member sits in on other team meetings Overlapping membership Members are on more than one team at a given time See the rest within Exhibit 10-12
Overlapping membership: several emp are members of multiple teams
cross team intergrating teams: team composed of members from other teams
management teams: forge strategy for multiple teams and business
representative intergrating teams: non management team that can still make decisions that can effect system or context
individual intergrating roles: indviduals in specific functions provide intergration with more flexibility than team.
improvement team: initiating changes to improve performance. |
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Term
Team Knowledge
Not-Invented-Here (NIH) Syndrome
Reversed NIH |
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Definition
Not-Invented-Here (NIH) Syndrome
Overvalue internally derived knowledge
Reversed NIH
Overvalue externally derived knowledge
Consultants make their living based on this
This knowledge viewed as more scarce – thus, valuable
Undervalue/Ignore internally derived knowledge
Seen as it develops – so, you see when not fully crafted |
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Term
| What Shapes Your Identity |
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Definition
Need for belonging
Within your team
Need for Distinctiveness
Comparison of your team to others
Social Comparison Theory
We judge ourselves against other individuals/teams
If beating us, it hurts our identity
We may take action to remedy |
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Term
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Definition
Two Main Types
Realistic: Conflict over resources
symbolistic: Conflict over values/beliefs
Interteam Conflict typically mixed-motive
Interteam Conflict more intense that interpersonal conflict |
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Term
| Benefits of Interteam Conflict |
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Definition
More cohesion with individual teams
May provide differing ideas that were not raised within team
Due to conformity pressure
Redundant information, etc.
Assuming that we are talking about substantive vs. emotional |
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Term
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Definition
Us vs. Them: Need for categorization
Implications: Plus: Simplifies life; allows us to protect group’s interests
Minus: Evaluate outgroups more extremely; stereotypes often incorrect
EX: CU "dirty Hippies"
In Group Bias – “We are #1”
Positive evaluation of your group, while having a negative evaluation of other groups
Outgroup homogeniety Bias
Assume members of comparison group are all the same
More so than your own group |
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Term
| Ways to Attenuate Intergroup Conflict |
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Definition
Superordinate Goals
Contact
Not necessarily - the more contact with other groups, the greater the cooperation.
Need:
Institutional support
Acquaintance potential
Equal status
Shared goal & interdependent
Cross-group friendships
Cross-Cut Role Assignments |
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Term
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Definition
Ability to influence a group toward the achievement of goals
Can be:
Formal
Rank in organization
Informal
Not associated with rank |
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Term
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Definition
the team needs a leader but it can be detremental to the team:
inefficient
motivation
escalation of commitment
power struggle |
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Term
| “Great Person” or Trait Theories |
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Definition
Traits that seem to differ leaders from non-leaders:Energy
Need for power
Honesty and integrity
Self-confidence
Flexibility
Intelligence
Achievement oriented
Emotional maturity
Job-relevant knowledge
However, in general traits don’t indicate success of leader. |
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Term
| “Great Opportunity” or Behavioral Theories |
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Definition
Researched the behaviors of specific leaders
Assumes people can be trained to lead
Provides the basis of design for training programs |
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Term
University of Michigan Studies
behavior theory |
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Definition
employee-centered – strong emphasis on subordinates’ welfare
Production-centered – concerned with getting work done - emphasize the technical or task aspects of the job |
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Term
Ohio State Studies
behavior study |
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Definition
Developed two categories of leadership behavior
consideration – sensitive to peoples’ feelings – try to make things pleasant
Similar to “employee centered”
Initating– concerned with defining task requirements and other aspects of work agenda
Similar to “production centered” |
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Term
Distinctions
michigan V. Ohio |
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Definition
Michigan:
Employee-centered more productive
Ohio State:
High on both is best
Led to Leadership Grid Perspective |
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Term
Path-Goal Theory
4 types of leaders |
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Definition
Leader’s job is to adjust his/her behaviors to complement situational contingencies
Directive leader
Spell out what and how of task (Initiating Structure)
supportive leader
Subordinates’ needs/well-being (Consideration)
Achievement-oriented leader
Set goals, stress excellence, show confidence in subordinates
Participative leader
Consult with subordinates |
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Term
Path-Goal Theory
4 types of leaders |
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Definition
Leader’s job is to adjust his/her behaviors to complement situational contingencies
Directive leader
Spell out what and how of task (Initiating Structure)
supportive leader
Subordinates’ needs/well-being (Consideration)
Achievement-oriented leader
Set goals, stress excellence, show confidence in subordinates
Participative leader
Consult with subordinates |
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Term
| Path Goal Theory - picture: |
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Definition
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Term
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Definition
We attribute qualities to leader based on performance
We all have preferences for what we’d like to have in a leader – that is what we consider to be qualities needed for a good leader
** IMPORTANT!** Leader Prototypes: what do you think makes a good leader? Everyone has a different perspective |
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Term
| “New” Leadership Theories/Styles |
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Definition
| Transformational vs. Transactional |
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Term
| Transformational leaders - |
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Definition
Transformational leaders - inspire followers to transcend their own self-interests for the good of the organization
Use:
Intrinsic Motivation
Ex: Video: Braveheart-freedom: it wasn’t something he could show them- had to inspire |
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Term
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Definition
Transactional leaders - motivate their followers in the direction of established goals by clarifying role and task requirements
Use:
Extrinsic Motivation e.g., contingent rewards
EX: if you do this then I’ll give you x. Good in the ST: but resources for rewards can be limited |
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Term
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Definition
Active: vs. Passive
Autocratic: leader wants all the control vs. Democratic: share power |
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Term
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Definition
Leader-member exchange:
Leaders give different team members different amounts of attention and _different types of treatment.
Similarity between leader and member
Members’ competence
Extraversion
Positive effects?
Negative effects?
Time consuming: jealousy/status |
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Term
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Definition
Coaching is about building teamwork – not doing the team’s work
Types:
Educational – focuses on ability, knowledge, and skill
Motivational – focuses on reducing social loafing and enhancing involvement
Consultative – focuses on how to best integrate members’ strengths and abilities. |
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Term
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Definition
| Refers to a capacity that A has to influence the behavior of B so that B does something he or she would not otherwise do. |
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Term
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Definition
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Term
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Definition
Reward
Coercive
Legitimate
Informational (not in your book) |
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Term
| Position power: Reward Power |
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Definition
People comply with the wishes or directives of another because doing so produces positive Benefits
Can use intrinsic and extrinsic rewards
$; promotions; enriched jobs |
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Term
| Position power: Coercive Power |
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Definition
One reacts to this power out of fear of the _negitive results that might occur if one failed to comply
Deny desired rewards
or administer punishment |
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Term
| Position Power: Legitimate Power |
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Definition
Represents the formal authority to control and use organizational resources
Rely on subordinates’ internalized values that the “boss” has a “right to command” to control their behavior |
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Term
| Position Power: Informational Power |
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Definition
| Comes from access to and control Over information |
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Term
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Definition
Resides in _individual (not in position)
Expert
Rational Persuation (not in book)
Referent |
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Term
Expert power -
2 types of Personal Power:
Rational Persuasion power –
Referent power |
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Definition
Expert power - influence wielded as a result of expertise, special skill, or knowledge
_Rational Persuasion power –
control another person’s behavior by getting them to accept the desirability of a goal and a reasonable way of achieving it
Referent power – ability to control another because the person wants to Identify with the power source |
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Term
Communicating via Technology
Advantages/Disadvantages
Effects of IT use on VT Processes
Ways to Improve VT Performance |
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Definition
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Term
| Normalization of deviance: |
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Definition
| you break one rule its easier to break it in the future. |
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Term
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Definition
| a process of making sense of the situation: if the leader makes it seem like not a big deal, and then the leader says “this is dangerous” but that is polar opposite of what they originally thought. Can’t switch that quickly. |
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Term
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Definition
Strong ties are just that – ties where you have lots of interaction and that interaction is important for task completion.
Weak ties are those where you don’t need to talk to that person all that much.
Strong ties are important b/c you need those ties based on the interdependence of your interaction with that person. In contrast, weak ties allow you to reach out to people periodically so that you can get information that you don’t need all the time but at some points it is important to reach out to them for certain information. This would be difficult if you didn’t have some semblance of a r’ship with that person. |
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