Adv. OB Chapter 8
Team charter
A plan for how a team will make decisions and share communications and strategies that should be agreed to early in the group development process
Trust
A reciprocal belief that another person will consider the effects of his intentions and behaviors on you
Role
A set of expected behaviors for a particular position
Virtual team
A team that works together over time and distance to combine efforts and achieve common goals
Organizational functions of formal groups
Accomplish tasks beyond the capabilities of individuals Generate ideas and solutions Coordinate interdepartmental efforts Provide a problem-solving mechanism Implement complex decisions Socialize and train newcomers
Norm
An attitude, opinion or feeling shared by two or more people that guides behavior
Formal group
Assigned by organizations or managers to accomplish specific goals
Hybrid rewards
Awards that include team and individual components to reduce social loafing and improve information sharing
Face-to-face interactions
Builds credibility, trust, and understanding, and reduce misunderstandings, making subsequent virtual interactions more efficient and effective
3 C's of effective team players
Charters and strategies Composition Capacity
3 C's of team players
Committed Collaborative Competent
Team composition
Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members
Contractual trust
Do people do what they say they will? Are expectations for each other clear?
Competence trust
Do people meet their responsibilities and acknowledge others' skills and experience?
Communication trust
Do people share information and tell the truth?
Encourager
Fosters group solidarity by accepting and praising various point of view
Group
Has shared norms and goals A common identity Two or more freely interacting individuals
Compromiser
Helps resolve conflict by meeting others "halfway"
True
It is ideal for teams to have fewer than 10 people
Reina Model
It is important to discuss feelings and emotions constructively before reframing the experience and taking responsibility for what happened
Harmonizer
Mediates conflict through reconciliation or humor
Virtual team
More difficult to establish team cohesion, trust, and cooperation in this type of team
Team performance Strategies
Plans that outline exactly what the team is to do, goals for the team, and the tasks, responsibilities, and roles of team member
Follower
Serves as a passive audience
Team
Small number of people with complementary skills committed to a common purpose, goals, and approach for which they hold themselves mutually accountable
Performing
Stage in Tuckman's model of group development focuses on resolving task task problems and achieving more than one person could alone
Forming
Stage in Tuckman's model when people are anxious about their roles, the people in charge and the group's goals
Storming
Subgroups may form and procrastination may occur during this stage of Tuckman's model
Initiator
Suggests new goals or ideas
Evaluator
Tests group's accomplishments against criteria
Team adaptive capacity
The ability of a team to adapt to changes such as changing demands or the transition of members in or out of the group
Group cohesiveness
The feeling that binds group members together
Norming
The stage in Tuckman's group development process when the group resolves its power struggles iin order to accomplish goals
Social loafing
The tendency of individual effort to decline as group size increases
Reina Model purpose
To restore trust when it has been compromised
Team
When a group whose effectiveness is meausred by its collective outcomes
Recorder
Documents discussions and outcomes
Task roles
Enable the work group to define, clarify, and pursue a common purpose
Gatekeeper
Encourages all group members to participate
Standard Setter
Evaluates the quality of group processes
Informal group
Exists when the members' overriding purpose of getting together is friendship
Tuckman's five stages of group development
Forming Storming Norming Performing Adjourning
Maintenance roles
Foster supportive and constructive interpersonal relationships
Coordinator
Pulls together ideas and suggestions
Commentor
Records and comments on group processes/dynamics
Purpose of norms
Reduce time spent on the development process for groups Have pre-established guidelines for groups
Self-managed teams
Require changes in organizational management philosophy, systems of authority, and reward systems
Activities of self-managed teams
Scheduling Monitoring Planning
Cross-functional team
When specialists from different areas are put on the same team
