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