Supervision Concepts ch. 3
homogeneous group
a group in which group members have a lot in common
heterogeneous group
a group in which group members have many differences
status
a group member's position in relation to others in the group
role conflicts
situations in which a person has two different roles that call for conflicting types of behavior
agenda
a list of the topics to be covered at a meeting
cohesiveness
the degree to which group members stick together
homogeneity
the degree to which the members of a group are the same
adjourning
the fifth stage of the team development process, when it is appropriate for the team to disband
forming
the first stage of the team development process in which the team members become acquainted with one another and oriented to the idea that they are part of a team.
performing
the fourth stage of the team development process which is characterized by solving organizational problems and meeting assigned challenges
storming
the second stage of the team development process, characterized by a period of conflict results from members asserting their different roles on a team
norming
the third stage of the team development process, characterized by agreement among team members and an understanding of roles within the team
guidelines for conducting a meeting
1. begin and end on time 2. restate key points 3. encourage participation by all 4. take notes 5. bring the meeting to a close
situations in which groups stick together
1. equal participation by all 2. shared goals or characteristics 3. competition with other groups 4. comfortable group size 5. history of successes
stages of team development
1. forming 2. storming 3. norming 4. performing 5. adjourning
reasons for joining a group
1. pleasure of closeness 2. strength in numbers 3. common goals 4. achievement of objectives
team
a small group whose members share goals, commitment, and accountability for results
team building
developing the ability of team members to work together to achieve common objectives
norms
group standards for appropriate or acceptable behavior
self-managing work teams
groups of 5 to 15 members who work together to produce an entire product
formal groups
groups set up by management to meet organizational objectives
task groups
groups that are set up to carry out a specific activity and then disband when the activity is completed
informal groups
groups that form when individuals in the organization develop relationships to meet personal needs
functional groups
groups that fulfill ongoing needs in the organization by carrying out a particular function
roles
patterns of behavior related to employees' positions in a group
group
two or more people who interact with one another, are aware of one another, and think of themselves as a unit