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