Organizational Behavior Chapter 8: Groups and Teams
Informal Group
exists when the members' overriding purpose of getting together is friendship or a common interest
Team Building
is a catchall term for a host of techniques aimed at improving the internal functioning of work groups.
Formal group
is assigned by organizations or their managers to accomplish specific goals
Cross-functionalism
occurs when specialists from different areas are put on the same team
Social Loafing
the tendency for individual effort to decline as group size increases
Hybrid Rewards
those that include team and individual components
Group
two or more freely interacting individuals who share norms and goals and have a common identity
(Stage 4) Performing
Activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others.
(Stage 5) Adjourning
The work is done; it is time to move on to other things. The return to independence can be eased by rituals celebrating "the end" and "new beginnings."
Competence Trust
Trust of capability
Contractual Trust
Trust of character
Communication Trust
Trust of disclosure
Trust
a reciprocal belief that another person will consider how his or her intentions and behaviors will affect you.
(Stage 3) Norming
a respected member, other than the leader, challenges the group to resolve its power struggles so something can be accomplished.
Team
a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Team Composition
a term that describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members
Team Adaptive Capacity
ability to meet changing demands and to effectively transition members in and out
Norm
an attitude, opinion, feeling, or action—shared by two or more people—that guides behavior
Self Managed Teams
defined as groups of workers who are given administrative oversight for their task domains
Group Cohesiveness
defined as the "we feeling" that binds members of a group together, is the principal by-product of Stage 3
Team Performance Strategies
deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities
Team Charters
describe how the team will operate, such as processes for sharing information and decision making (teamwork).
Task Roles
enable the work group to define, clarify, and pursue a common purpose
3 C's of Effective Teams
Charters and strategies, Composition, Capacity
(Stage 2) Storming
Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure
Effective Teams number
fewer than 10 members
Maintenance Roles
foster supportive and constructive interpersonal relationships
(Stage 1) Forming
group members tend to be uncertain and anxious about such things as their roles, the people in charge, and the group's goals
Role
set of expected behaviors for a particular positio
Virtual Teams
teams that work together over time and distance via electronic media to combine effort and achieve common goals