MGT 475 chapter 10: Groups, Teams, and Their Leadership
Group vs. Team
1. Team members usually have a stronger sense of identification among themselves than group members do (easier to identify who is and who is not on team- athletic uniforms is an easy example) 2. Teams have common goals or tasks; these may range from developing a new product to winning an athletic league championship 3. Task interdependence typically is greater with teams than with groups (can depend on the team though- interdependence less with track team than with basketball team) 4. Team members often have more differentiated and specialized roles than do group members * In short, consider teams to be highly specialized groups
process measures
4 measures of process effectiveness If a team is to perform effectively, it must 1) work hard enough 2) have sufficient knowledge and skills within the team to perform the task 3) have an appropriate strategy to accomplish its work 4) have constructive and positive group dynamics among its members
Organizational Shells
Developed by Hackman and Ginnett, the 4 critical factors for team design (task, boundary, norms, and authority) are necessary for the group to work effectively
Forming
First stage of of Tuckman's group development characterized by polite conversation, the gathering of superficial information about fellow members, and low trust. The group's rejection of emerging potential leaders with negative characteristics also took place during the forming stage
Performing
Fourth stage of Tuckman's group development when group members play functional, interdependent roles that are focused on the performance of group tasks
Punctuated Equilibrium
Gersick proposed that project teams behave differently, with everyone not being productive until the 'midlife' crisis of the project, then everyone starts to work positively toward the completion of the project. Very different theory from Tuckman
Span of Control
If a leader has a large span of control- tends to be more directive, spend less time with individual subordinates, and use more impersonal approaches when influencing followers If a leader has a small span of control- tend to display more consideration and use more personal approaches when influencing followers
Storming
Second stage of Tuckman's group development marked by intra-group conflict, heightened emotional levels, and status differentiation as remaining contenders struggled to build alliances and fulfill the group's leadership role
Norming
Third stage of Tuckman's group development the key indicators of this stage are a clear emergence of a leader and the development of group norms and cohesiveness
Team Leadership Model (TLM)
a model specifically designed to help teams perform more effectively a mechanism to first identify what a team needs to be effective, and then to point the leader either toward the roadblocks that are hindering the team or toward ways to make the team even more effective than it already is
Additive Task
a task where the group's output simply involves the combination of individual outputs- Example, a group of people pushing a car out of a ditch, one person's efforts will not be enough, but a combined effort of a large enough people will move the car
ollieism
a variation of groupthink, occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders
Process Loss
can be thought of as the inefficiencies created by more and more people working together
Role Conflict
involves receiving contradictory messages about expected behavior and can in turn adversely affect a person's emotional well-being and performance
Group perspective
looks at how different group characteristics can affect relationships both with the leader and among the followers
Inter-role conflict
occurs when someone is unable to perform all of his roles as well as he would like
Inter-sender role conflict
occurs when someone receives inconsistent signals from several others about expected behavior
role ambiguity
one receives clear messages about expectations, but the messages are not all congruent the problem is the lack of clarity about exactly what the expectations are
Groupthink
people in a highly cohesive group often become more concerned with striving for unanimity than objectively appraising different courses of action
Social Loafing
phenomenon of reduced effort by people when they are not individually accountable for their work
Social Facilitation
refers to any time people increase their level of work due to the presence of others
Cliques
subgroups of individuals who often share the same goals, values, and expectations; generally wield more power than individuals, are likely to exert considerable influence- positively or negatively- on the group
dysfunctional roles
the common denominator among dysfunctional roles is how the person's behavior serves primarily selfish or egocentric purposes rather than group purposes
Group Cohesion
the glue that keeps a group together. It is the sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it
Norms
the informal rules groups adopt to regulate and regularize group members' behaviors
Outputs
the results of the team's work; top of the pyramid
Group Roles
the sets of expected behaviors associated with particular jobs or positions; members of a group often have multiple roles pg. 400 for list of Roles
Group
two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person
inputs
what is available for teams as they go about their work
person-role conflict
when role expectations violate a person's values
overbounding
when some groups become so cohesive they erect what amount to fences or boundaries between themselves and others. Can block the use of outside resources that could make them more effective
intra-sender role conflict
when the same person sends mixed signals Ex: I need this report back in five minutes, and it had better be perfect
