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BUS 387 - Dahm - Teams/Groups

Terms in this set (30)

Groups
collection of individuals where actions of one impact others
Informal Groups
associated in ways not prescribed by the formal organization
Formal Groups
managers and employees who influence behavior of others in the group
Stages of Group Development
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
Forming (Stages of Group Development)
group comes together for first time
Storming (Stages of Group Development)
members begin to feel safe and become argumentative/authentic
-start to come up with ideas and establish roles
-LEADERSHIP BECOMES APPARENT
Norming (Stages of Group Development)
committed to each other and the goal, ready to get to work
-more cohesive and cooperative
Performing (Stages of Group Development)
getting work done and paying attention to how they are doing it
-more competent, autonomous and insightful
Adjourning (Stages of Group Development)
debrief project,acknowledge accomplishments, celebrate job well done
-after action review
Punctuated Equilibrium Model
Cyclical model; progress comes in rapid spurts, not gradual
Cohesion
social glue within a group

-similarity
-stability
-size
-support
-satisfaction
Group Think
group pressure phenomenon that increases risk of flawed decisions
Social Loafing
individual puts in less effort when in groups
Collective Efficacy
groups perception of its ability to successfully perform well
Team
cohesive coalition of people working towards one goal

-usually smaller than a group
--no more than 20
Process Loss
any aspect of group interaction that inhibits group functioning
Production Tasks
actually making something
-building a product, marketing plan
Idea Generation Tasks
creative tasks
-brainstorming, creating new processes
Problem Solving Tasks
coming up with action plans and making decisions
Task Interdependence
degree that team members rely on each other to get info, support or materials to be effective
Pooled Interdepenence
team members work individually and simply combine efforts
Sequential Interdependence
when ones input becomes anothers output
Reciprocal Interdependence
teams working together simultaneously
Outcome Interdependence
rewards that individual receives depend on the performance of others
Types of Roles
Team
Task
Social
Boundary-Spanning
Task Force Team
addresses a specific issue/problem until it i resolved; usually a temporary team
Team Norms
shared expectations about how things should operate within a group or team
Team Contracts
agreements on established grounds, goals and roles
Effective Meeting Requirements
1. Is a meeting needed?
2. Who should attend?
3. Decide length, keep it short
4. Create and distribute an agenda
5. Send reminder prior to meeting
6. Decide if you need chairs
Barriers to Effective Teams
-where to begin; clear goals
-dominating team members
-poor performance of members
-poorly managed team conflict
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