Business Communications Ch.7+8 Study Guide

William Daniel's

'Meetings matter because that's where an organization's culture perpetrates itself."

What makes a group a team?

1. Clear and inspiring goals 2. A result driven structure 3. Competent team members 4. Unified commitment 5. Collaborate climate 6. Standards of excellence 7. External support and recognition 8. Principled leadership

Phases of Group Technique

1. Each member anonymously writes their ideas which there leader leader collects. 2. All ideas are posted for all members to see and evaluate. 3. Members discuss the ideas to better understand them, but criticism is prohibited. 4. Each member ranks the ideas. 5. The group then critically evaluates the ideas with the most votes.

When can a meeting not be justified?

1. Handled over the phone. 2. You could send a memo, an e-mail, or a fax. 3. Key people are not available to attend. 4. The subject would be considered trivial. 5. There isn't enough time to handle the business. 6. Members aren't prepared. 7. Routine and not compelling to meet. 8. Job can be handled by one/more people without the need to consult others. 9. Your mind is made up/you have made the decision.

What are the characteristics of groupthink?

1. Illusion that the group is invulnerable 2. Tendency to rationalize or discount negative information 3. Willingness to ignore ethical or moral consequences of team decisions 4. Stereotyped views of other teams 5. Team pressure to conform 6. Self-censorship 7. Mindguard" against threatening information.

Parliamentary Procedure Order of Business

1. Reading of the minutes. 2. Reports 3. Unfinished business 4. New business

Team Goal (1) vs Individual Goal (2) EX

1. Sales department wants to meet annual sales target. 2. Sales representative wants to earn a bonus. 1. Retailer want to expand hours to attract new business. 2. Employees want to avoid nights and weekends. 1. Company wants to expand hours to attract new business. 2. Employee wants to visit family in Minneapolis.

Teams Superior to Individuals

1. Task requires broad range of talents and knowledge. 2. Complicated task (requires division, coordination of labor). 3. Time available for deliberation. 4. Members are motivated to succeed. 5. High standards of performance.

Individuals Superior to Team

1. Task requires limited knowledge, information (that individuals process). 2. Simple task (can be done by one person or individuals working separately). 3. Little time available, 4. Members don't care about job. 5. "Social loafing" is the norm.

What should agendas include?

1. Time. length, location. 2. Patricipants 3. Background Information 4. Items and goals 5. Necessary pre-meeting work: Individual participants receive their specific agenda with any pre-meeting assignments early outlined.

3 Ways to close a meeting

1. When the schedule closing time has arrived. 2. When the group lacks the resources to continue. 3. When the agenda has fully been recovered. *Advice is to signal 10-15 minutes prior to the meeting closing, but also have bathroom breaks.

Questions on when to hold a meeting

1. Will each member of the meeting have a specific role to play either in conceptualizing/implementing the meeting's findings?

Rules of Brainstorming

1.Quantity, not quality. 2. All evaluation and criticism of ideas is forbidden during the early phases of the process. 3. New combinations of ideas are sought.

Meetings Facts

11 to 20 million business meetings take place every day, and large corporations have 4.4 million years of meetings. The typical American spends 5.5 hours per week in meetings. Also, the cost of unproductive meetings for large and small organizations is $37 billion annually.

Interdependence

A characteristic of a work group that involves group members don't just interact ntogether, members depend on one another to fulfill certain necessary for the group a a whole... teamwork.

Minority Decision

A decision making model that has authority being exercised by the few and imposed on the group by virtue of their position.

Majority Vote

A decision making model that is a consensus that is not always possible so in some instances, usually minor issues, a majority vote works and while not all agree, the minority accepts the majority's decision because the impact tends to be minor.

Counsels

A decision making model which is a collective group decision that everyone in the group signs off of on and agrees to actively support.

Authority Rule

A decision model that has one person making the decision... not unknown in a family business or small/medium sized business... input is solicited with the understanding the final decision rests in the hand of the individual.

Expert Opinion

A decision model that somethings is really only one or two experts on the issue and they have the responsibility to make the final determination.

Connection Power

A member's influence can often sometimes come from connections he/she has either inside the company/outside via connections to persons of a social circle/industry that gives you the inside track on information due to your relationship and hence influence. EX: Boss's partner

Size

A work group obviously has more than two people, but as the book suggests there are many views or studies analyzing the best size for optimum efficiency. EX: Size does not translate into effectiveness, due to people beginning to act in formal ways, but it also involves talkative members dominating the group and quiet members losing their identity and becoming less committed to the group.

Attacker

Aggressively questions/challenges other members competence and motives.

Information/Opinion Giver

Always ready with either information or their view on the matter.

Collaborative climate

Another word for collaboration is teamwork. People in successful teams trust and support one another.

Cohesiveness Advice

Avoid excessive conformity a.k.a. "groupthink".

Identity

Both members and outsiders view the group as a distinct entity...EX: Addition or loss of a member.

Reality Tester

Checks the feasibility of the ideas. EX: Able to do A and B, but stop C might be impossible.

Work Group

Defined as a small, interdependent collection of people with a common identity who interact with one another over time to reach a goal... this interaction can be face-to-face, via remote technology support virtual teams.

Participation Encourager

Encourages everyone to contribute... offer their view.

Joker

Excessive joking... becomes distracting... often acts to undermine leader's authority as a result because people like funny people... not easy having to get people on track again.

Reward Power

Flip side, to coercive power is the ability to bestow awards of SS, time off, etc. so members are motivated by getting something in return.

Direction Giver

Gives direct instructions to get things done.

Groups vs Teams

Groups involve: 1. Members primarily concerned with their own challenges and goals; 2. Members produce individual products; 3. Work shaped by manager; while teams involve: 1. Members focus oprimarily on team challenges and goals; 2. Members produce collective products; 3. Work shaped collectively by team leader and members.

Norms: Rejecting or isolating the deviant

If all other measures fail, the team member who doesn't conform to team norms is asked to leave the group. Is she cannot be expelled, other members can excommunicate her by not inviting her to meetings and by disregarding any attempts at communicating she might make.

Types of Meetings: Information Sharing

In many organizations, people meet regularly to exchange information. It is not untypical for regularly planned information shared meetings to occur for most employees. Some examples include weekly meetings at the beginning or at the end of the week, monthly department meetings, and quarterly, yearly meetings.

Standards of excellence

In winning teams, doing outstanding work is an important norm. Each member is expected to do his or her personal best. In less successful teams, getting by with the minimum amount if effort is standard.

Norms

Informal, often unstated rules about what behavior is appropriate. Some norms given the way tasks are handled, white others shape the social interaction of the team. A team's goals are typically shaped by the overall organizational culture it beacons, however this is not always the case. The team leader's actions and style of leadership typically communicate the expected norms that dictate the behavior and actions of the group.

How is information power different than expert knowledge?

Information power is different because this information is not necessarily related to actual technical know-how, etc. Instead is usually is based on "inside" information that a member has that affects the group on some level.

Parliamentary Procedures

Is a set of rules that governs the way groups conduct business and make decisions in meetings. More formal style commonly associated with the workings of the Legislative bodies.

Balancing Participation

It is important to manage the meeting in a way that facilitates particularly not necessarily equal. Methods include: 1. Members take turns 2. Open questions aimed as a group as a whole. 3. Direct questions to individuals by name. 4. Reverse questions... when the member asks the leader something. 5. Relay questions... refers to when the leaders direct another member to answer.

Empathetic Listener

Listens without evaluation to personal concerns of members.

What are the functional roles of team members?

Managers/team leaders might have different goals than you, such as them having individual advantages that effect personal goals not made to the public.

Stages of a meeting

Managing directions= Necessary but challenging skills to master... finding the right balance of allowing members to speak and knowing when to shut things down and decide it is decision time. decide to tackle the issue. EX: Should the meeting be device free?

Virtual Meetings

Meetings that have teleconferences- multiparty phone calls; and videoconferences- allows users in distant locations to see one another when they talk. This enables people from different locations to communicate with one another. Remember, send an agenda of what will be discussed and circumvent any distractions (such as social media).

Norms: Discuss the problem openly

Members conformist, explaining their concerns about her behavior.

Clear and inspiring goals

Members of a winning team know how why their team exists, and they believe that purpose is important and worthwhile. Ineffective teams have either lost sight of their purpose or do not believe the goal is truly important.

A results-driven structure

Members of winning teams focus on getting the job done in the most efficient manner. Less effective teams either are not organized or are structured inefficiently, and their members don't care enough above the results to do what is necessary to get the job done.

Competent team members

Members of winning teams have the skill necessary to accomplish their goals. Less effective teams lack people possessing one to more skills.

Norms: Hinting about the violation

Members tease the violator about being a "flake" or about being lazy, hoping the message behind the humor will cause her to do her share of work.

Elevator of emotional climate

Offers observations of the emotional climate in the room.

Diagnoser

Offers up observations about the issues covered...

Norms EX:

One situation could be delaying action, in-which members talk among themselves but do not approach the deviant, hoping she will change without pressure.

Types of Meetings: Ritual Analysis

Other meetings fulfill some type of social function for the organization and are not task specific... informal meetings of sort. It is identified as "progress review sessions"... usually held at a local bar. This can cause unnecessary superiority with the boss or can be distracting.

Unified commitment

People in successful teams put the group's goals above their personal interests. While this commitment might seem like a sacrifice to others, the personal rewards for members of winning teams are worth the effort.

Hidden Agendas

Personal goals that are not made public. EX: "I volunteered to serve on this committee so I could find new people to date". It is not necessarily harmful as long if the personal goals do not interfere with team goals.

Norms: Ridiculing and deriding the violator

Persuasion shifts to demands for a change in behavior; the team's purpose tactics may well trigger a defensive response in the nonconforming member.

Items and Goals EX:

Poorly Worded: "Hear the budget report." Better Worded: "Learn whether we are on track to meet this year's budget."

Blocker

Prevents progress by constantly offering objectives.

Brainstorming

Refers to a process to boost the group's creativity by encouraging free thinking and minimizes conformity. Linus Pauling states, "The way to creativity is to have lots and lots of ideas, then throw away the bad ones.

Virtual Teams

Refers to teams that interact and function without being in the same place at the same time. Technology permits virtual teams to transcend boundaries of location and time. Virtual team members "working together, apart."

Cohesiveness

Refers to the degree to which team members feel themselves as part of a team and want to remain on the team. The degree of team cohesiveness is an important elements of team building and leadership.

Relational Functions

Refers to those interactions that keep the grand running smoothly.

Withdrawer

Refuses to participate in a meaningful way... covers up true feelings.

Gatekeeper

Regulates members participation.

Praise Giver

Reinforces accomplishments and contributions of members... often the leader, but others can do so as well. EX: Work-product

Recognition Seeker

Repeatedly and unnecssecarily calls attention to self by relating irrelevant and experiences/issues to seek recognition/sympathy.

Reflective Thinking Sequence

Seven step process developed by John Dewey: 1. Define the problem. 2. Analyze the problem. 3. Establish criteria for a solution. 4. Generate possible solutions to the problems. 5. Decide on a solution. 6. Implement the solution. 7.Follow up on the solution.

Stages of a Meeting

Some questions include: 1. What done need to do in the meeting to achieve our objectives? 2. What conversations will be important to the people who attend? 3. What information will we need to begin?

Information.Opinion Seeker

Someone who seeks to ask questions or clarify matters. EX; Always ask questions.

Following up the meeting

Successful management is the "Art of the follow up"measuring that whatever decisions have been made, assignment given, timelines established during the meeting are followed up upon is an essential management tool.

External support and recognition

Successful teams need an appreciative audience that recognizes their effort and provides the resources necessary to get the job done. The audience may be a boss, or it may be the public the team is created to serve.

Position Power

The ability to influence the group comes directly from the position one holds in the company... your authority comes from your life.

What are the advantages of global teams?

The advantage of global teams are one of cost management, diverse talent, enhanced customer/client service, but this is also offset by sometimes profound challenges of time zone issues and cultural challenges.

What is the advantage of working in virtual teams?

The advantage of working in virtual teams essentially allows you to draw upon a more diverse range of talent... more resources to allow you to achieve your goal. Virtual teams can be spread from within a company where physical location is widely spread out to teaming with people who span the globe.

What is the teams/work statistic?

The book states from a national survey with architects and landscape architects, more than 75% reported that they always or often worked in teams.

Size Information

The book suggests 5 to 7 is the best for communication and decision making... and odd number team is always best to ensure notices when it comes to voting on things.

Orientation Phase

The first stage to problem solving that is sometimes referred to as the "formatting phase... introductions, orientation, issues laid out, agenda introduced, etc.

Reinforcement Phase

The fourth phase is known as the "performing" phase... at this stage members accept and actively endorsed the group decision.

Expert Power

The group recognizes, even de facto group leader, that a member;'s expertise in a certain area provides a level of power that goes beyond position.

Starter/Energizer

The person who initiates tasks or encourages the group of who volunteers.

Summarizer

The person who likes ro review matters to make sure everyone is on the same page.

Harmonizer

The person who revolves interpersonal conflicts between members.

Coercive Power

The power to punish compels the group to follow the instructions and leadership of the team leader.

What is the purpose of a Ritual Analysis Meeting

The purpose of a ritual analysis meeting is even though they are not formal business meetings, they serve an organization's purpose by affirming member's commitment to work with one another... swap ideas outside of the office that are not appropriate... also there is a perk that confers status informal communications can have useful real work implications.

Conflict Phase

The second stage of problem solving when sometimes it is referred to as the "storing phase"... members typically make serious stands, lay out their positions/views on the matter before the group... jockeying for influence often takes place during this stage... challenges to the leader is not uncommon.

When to Hold a Meeting

The starting point of a meeting that has most complaints regarding meetings that cite the wasted time element, so you must assess whether to a meeting is justified.

Emerging Phase

The third stage of problem solving when sometimes it is referred to as the "Norming" phase. This is when members send their direct disagreements and begin coalescing around a solution... consensus starts to form around the issues.

Types of Meetings: Problem-Solving and Decision-Making Meetings

These meetings are formed and held to address some specific issue important to the organization... to take some type of action... change an existing policy. These are both the most necessary and most challenging types of meetings typically held by companies.

Stages of a Meeting: Beginning the Meeting

This is important... the tone is set from the minute the meeting is officially brought to order and begun.. Identify the goals of the meeting... Update the members of any background information... Clearly designate individual team members of specific expected contributions to the meeting... Review the agenda... Identify the time constraints, very important steps.

Information Power

This sometimes refers to someone within the group who possess certain information that members of the group believe has value and hence influence.

Referent Power

This type of influence/loyalty comes from the way members of the group feel about a certain person... they like them. attracted to the. friends, etc. Sometimes when power and influence evolves to a non-designated for the group, serious challenges may ensue.

Task Functions

Those contributions that are specific to accomplishing the task at hand.

Tension-reviewer

Uses humor to release member's anxiety and frustration... humor is not used non-stop or to defeat or undermine the leader or members, etc.

Create Desirable Norms Early

When you participate in a team that is just being established, you should do whatever you can to create norms you think will be desirable.

Workplace General Knowledge

Whether you are in sales, operations, development, etc. you will find yourself working in teams on projects that sometimes consist of people who have some job designation, but mostly you will be part of teams from multiple positions/departments, and a host of personalities and backgrounds. Also, "work team" is a building block to get things done.

Principled leadership

Winning teams usually have leaders who can create a vision of the team's purpose and challenge members to get the job done. Finally, they have the ability to unleash the members' talent.

Shared Purpose

Work groups serve a particular purpose to the organization... a collection that guides the group towards the said goal.

Interaction Overtime

Work groups that are usually temporary, non-permanent, however the time can be measured from days to weeks to months, therefore the group develops certain shared characteristics.

Dysfunctional Roles

You will have certain members occasionally emerged as the one who disrupts the process... pushes own agenda... undermines. Lesson: Perfect solutions never get anything done.

when to use parliamentary procedure

when a groups decisions will be of interest to an external audience, when haste may obscure critical thinking, when emotions are likely to be strong