Management Chapter 9
Terms in this set (26)
two or more interacting and interdependent individuals who come together to achieve specific goals
determined by the organization chart and composed of individuals who report directly to a given manager.
often temporary and are composed of individuals brought together to complete a specific job task
bring together the knowledge and skills of individuals from various work areas, or are groups whose members have been trained to do each other's jobs.
Independent. In addition to their own tasks, they take on traditional managerial responsibilities such as hiring, planning and scheduling, and evaluating performance.
work groups that are defined by the organization's structure and have designated work assignments and specific tasks directed at accomplishing organizational goals.
Social groups that occur naturally in the workplace and tend to form around friendships and common interests.
First stage of group development. The first phase is when people first join the group and the second phase is when they define the group's purpose, structure, and leadership. The latter phase involves a great deal of uncertainty as members "test the waters"
Second stage of group development. Named because it is the period of intragroup conflict about who will control the group and what the group needs to be doing. This stage is complete when a relatively clear hierarchy of leadership and agreement on the group's direction is evident
Third Stage of group development. close relationships develop and the group becomes cohesive and demonstrates a strong sense of group identity and camaraderie. This stage is complete when the group structure solidifies and the group has assimilated a common set of expectations regarding member behavior.
Fourth Stage of group development. The group structure is in place and accepted by group members. Their energies have moved from getting to know and understand each other to working on the group's task. This is the last stage of development for permanent work groups
Final stage of group development. The group prepares to disband. Attention is focused on wrapping up activities instead of task performance.
Behavior patterns expected of someone who occupies a given position in a social unit
Small Groups Better At:
completing tasks faster
figuring out what to do
Large Groups Better At:
12 or more member
Finding facts with facts
getting job done
getting diverse input
the degree to which members are attracted to one another and share the group's goals
In order of productivity: (relationship b/w cohesive and goal alignment in a group)
Goals F, cohesive UF
Cohesive F, goals UF
Share information and make decisions to help each member do his or her job more efficiently and effectively. They do not engage in collective work that requires joint effort.
work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
A type of work team that uses technology to link physically dispersed members in order to achieve a common goal. However, they lack the normal give-and-take of face-to-face discussions.
Four Key Components of Effective teams
Context (to team performance are adequate resources, leadership and structure, a climate of trust, and performance evaluation and reward systems)
Team member abilities:
Size of teams
Member flexibility, and
Three types of skills:
Problem-solving and decision-making skills.
Team member roles
diversity leads to a decline in productivity
ideal groups are size 5-9
Work Design-These characteristics enhance team member motivation and increase team effectiveness.
Using a variety of skills
Being able to complete a whole and identifiable task or product, and
Working on a task or project that has a significant impact on others.
Variables related to team effectivenes
Team efficacy (emerges when teams believe in themselves)
Task conflict (can be beneficial)
Minimal social loafing
Shaping team behavior
performing well in a team
When teams aren't the answer...
Can the work be done better by more than one person?
Does the work create a common purpose that's more than the sum of individual goals?
Is there interdependence between tasks?