Term
|
Definition
| Buffering team members from environmental Distractions |
|
|
Term
|
Definition
| Having many external ties but an inability to coalesce and motivate members to pull together. |
|
|
Term
|
Definition
| Having high internal loyalty and a comples set of internal dynamics but an inability to integrate with others when needed. |
|
|
Term
|
Definition
| less likely to engage in external initiatives. |
|
|
Term
| Five types of teams in relationship to environment: |
|
Definition
• Insulating teams - HIGH COHESION
• Broadcasting Teams
• Marketing Teams
• Surveying teams
• X-Teams – LOW COHESION |
|
|
Term
|
Definition
• Insulating teams - HIGH COHESION
• Broadcasting Teams
• Marketing Teams
• Surveying teams
• X-Teams – LOW COHESION |
|
|
Term
|
Definition
| acts as a bridge between units or people in an organization who would not otherwise interact. |
|
|
Term
|
Definition
| Protects the team from bad or disappointing news that might cause morale to suffer and volunteers to absorb pressure or criticism from others. |
|
|
Term
|
Definition
| Shapes the collective understanding of the team. This is important because in many cases the messages that teams receive from others are ambiguous and open to interpretation. |
|
|
Term
|
Definition
| informs the team about which options they should consider what approach they should take in dealing with changing events. |
|
|
Term
|
Definition
| Controls the flow of information to and from a team. |
|
|
Term
|
Definition
| Controls the interpretation of what the team is perceived of doing. |
|
|
Term
|
Definition
| Empowered by the team to negotiate on behalf of the group. |
|
|
Term
|
Definition
| Voice of the team. Position is determined by group members and by members of external environment. |
|
|
Term
|
Definition
| Plans how to approach management for resources and deal with threats and other negative information |
|
|
Term
|
Definition
| Arranges formal or informal communciation with other people or units outside the team |
|
|
Term
|
Definition
| Refers to individual ability |
|
|
Term
|
Definition
| Values that managers add to their teams and organizations through their ties with other people. |
|
|
Term
|
Definition
| Close knit self-contained network (i.e. family) |
|
|
Term
| Boundary spanning network |
|
Definition
| Greater innovation, leverages diversity, power struggle, more task and relationship conflicts. |
|
|
Term
|
Definition
| Configuration of team members’ social relationships within a group and in the social structure of the broader organization. |
|
|
Term
|
Definition
| Team Leaders network structure |
|
|
Term
| Skills dealing with Boundary Management |
|
Definition
| Relating, Scouting, Persuading, empowering |
|
|
Term
| Increasing Social Campital |
|
Definition
| Structural positioning of Teams/Individuals |
|
|
Term
|
Definition
| Gaps that are created when members of cliques (closed networks) do not connect. |
|
|
Term
|
Definition
| two or more teams that interface directly and interdependently in response to environmental contingencies toward the accomplishment of shared goals. |
|
|
Term
|
Definition
| One boundary spanner is formally a member of one team but sits in on meetings of another team to share and gather information (night shift worker in on day shift meetings) |
|
|
Term
|
Definition
| Several employees are members of two groups simultaneously or in sequence. |
|
|
Term
| Cross-team Integrating Teams |
|
Definition
| Team composed of several members from other teams with integration needs, responsible for documenting and communicating changes in a timely manner. |
|
|
Term
|
Definition
| Forge strategy and direction for multiple teams in business unit; make resource trade-offs among teams that are consistent with strategy, manage team performance. |
|
|
Term
| Representative Integrating Teams |
|
Definition
| Non-management team with authority to make decisions that affect system or context in which embedded teams are composed of peers of team members. |
|
|
Term
| Individual Integrating Roles: |
|
Definition
| Individuals in specific function provide integration with more flexibility than a team |
|
|
Term
|
Definition
| teams that initatie changes in how parts of business units work together to improve business unit performance must have legitimacy from the level of the organization at which their changes will be enacted; this is often not a full-time assignment. |
|
|
Term
|
Definition
Friendship ties
Trust ties
Advice ties. |
|
|
Term
|
Definition
Close interpersonal ties between people, characterized by positive amicable relationships.
• Voluntary
• Communal in nature. |
|
|
Term
|
Definition
| Involve both an affective (emotional) and a cognitive (task) perspective. |
|
|
Term
|
Definition
| based on principles of social exchange |
|
|
Term
|
Definition
|
|
Term
|
Definition
Represent instrumental rather than expressive relationships.
Represent exchange of expertise and information necessary to complete one’s task.
Friendship and Trust ties are voluntary
Advice ties may be dictated by the demands of the team task. |
|
|
Term
|
Definition
| Refers to the intensity. As intensity increases people may find it increasingly difficult to focus on interdependent skills. |
|
|
Term
|
Definition
| Refers to whether an individual is the object or source of dislike or if dislike is reciprocal. |
|
|
Term
|
Definition
| Refers to whether an individual is the object or source of dislike or if dislike is reciprocal. |
|
|
Term
|
Definition
| Refers to whether an individual is the object or source of dislike or if dislike is reciprocal. |
|
|
Term
|
Definition
| Refers to the whether the person knows the other person dislikes him or her. Awareness of the negative relationship will cause more discomfort and exuberate reciprocation. |
|
|
Term
|
Definition
| Refers to whether the negative tie is direct or indirect. If someone is directly involved in a negative relationship, the social liabilities are larger than when someone indirectly involved in a negative relationship. |
|
|
Term
|
Definition
| Managers should prevent the “not invented-here syndrome” by accepting knowledge based on quality not on whether it comes from the team or from outside. Over-value knowledge that comes from within the group. |
|
|
