Management Chapter 12.

Group

Collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements

Traditional work groups

no managerial responsibility

Quality circles

voluntary groups of people drawn from various production teams who make suggestions about quality

Transnational teams

work groups composed of multinational members whose activities span multiple countries

Social facilitation effect

working harder when in a group than when working alone

Team

A group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable.

Avoidance

A method of dealing with risk by deliberately keeping away from it (e.g. if a person wanted to avoid the risk of being killed in an airplane crash, he/she might choose never to fly in a plane).

Storming

A phase of team development that is marked by conflict. Stress: The pressure or tension exerted on a material object. Subassembly: An assembled part that is a part of a larger assembly.

Norming

A process of arriving at mutually acceptable rules, regulations, and standards of behavior.

Collaboration

A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties' satisfaction.

Accommodation

A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests.

Competing

A style of dealing with conflict involving strong focus on one's own goals and little or no concern for the other person's goals

Informing

A team strategy that entails making decisions with the team and then informing outsiders of its intentions.

Parading

A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.

Probing

A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions

Mediator

A third party who intervenes to help others manage their conflict.

Advisory relationships

Are created when teams with problems call on centralized sources of expert knowledge.

supervisory

At the _____ leadership level, the team leader handles most (if not all) of the leadership duties, including assigning tasks, making and explaining decisions, training team members, and managing members one-on-one.

Stages of development

Forming, storming, norming, performing, and adjourning

Forming

Characterized by a great deal of uncertainty about the group's purpose, structure, and leadership. Complete when members have begun to think of themselves as a group.

Social Loafing

Decrease in effort and productivity that occurs when an individual works in a group instead of alone.

Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group

audit relationships

Develop when people not directly in the chain of command evaluate the methods and performances of other teams

Roles

Different sets of expectations for how different individuals should behave

Work-flow relationships

Emerges as materials are passed from one group to another.

Service relationships

Exist when top management centralizes an activity to which a large number of other units must gain access

social facilitation

Group members believe that their efforts matter and that others will not take advantage of them.

Autonomous work group

Groups that control decisions about and execution of a complete range of tasks.

Superordinate goals

Higher-level goals taking priority over specific individual or group goals

Adjourning

In Tuckman's Stages of development; Step five: The process of "unforming" the group, that is, letting go of the group structure and moving on.

Team maintenance specialist

Individual who develops and maintains team harmony

Liaison relationships

Involve intermediaries between teams.

Semi autonomous work group

Make decisions about managing and carrying out major production activities with outside support for quality control and maintence

Team effectiveness

Productive output, satisfaction, and committed members define?

Management teams

Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.

virtual teams

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal while working online. Absence of paraverbal and nonverbal cues; limited social context; and ability to overcome time and space constraints--differ from face-to-face.

Self-designing teams

Teams with the responsibilities of autonomous work groups, plus control over hiring, firing and deciding what tasks members perform

Clear performance goals exist.

Under which of the following conditions can social loafing be avoided?

Training for nonmanagers focuses on technical skills

Which of following is true of a traditional work environment?

They do not necessarily perform as a unit.

Which of the following differentiates a group from a team?

Most information is "management property.

Which of the following holds true for a traditional work environment?

Increased productivity

Which of the following is a potential contribution of teams?

Compromise

Which style of conflict involves moderate attention to both parties' concerns

self-managed teams

autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors

Project and development teams

Work on long term projects but disband once the project is over

Work Teams

a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes

Gate keeper

a team member who keeps abreast of current developments and provides the team with relevant info

Task specialist

an individual who has more advanced job-related skills and abilities than other group members possess

Parallel teams

composed of members from various jobs who provide recommendations to manager about important issuse that run parallell to the teams production process. they are sometimes temporary depending on there aims.

Relating

exhibiting social and political awareness, caring for team members, and building trust.

Performing

group channels its energies into performing its task

Conflict

process in which one party perceives that its interests are being opposed or negatively affected by another party

scouting

seeking information from managers, peers, and specialists, and investigating problems systematically

Norms

shared beliefs about how people should think and behave, can be positive or negative

stabilization relationships

this working relationship involve auditing before the fact.