CH 8

Outcome Independence

is "the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions."

Role

is a set of expected behaviors for a particular position, and a group role is a set of expected behaviors for members of the group as a whole.

Team

is a small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable.

A Norm

is an attitude, opinion, feeling, or action—shared by two or more people—that guides behavior.

Formal Group

is assigned by an organization or its managers to accomplish specific goals. Such groups often have labels: work group, team, committee, or task force.

Social Loafing

is the tendency for individual effort to decline as group size increases.

Trust

is the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you.

Tuckman's Five-Stage Model of Group Development: Stage 4 Performing

Activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others. This stage is often characterized by a climate of open communication, strong cooperation, and lots of helping behavior. Conflicts and job boundary disputes are handled constructively and efficiently. Cohesiveness and personal commitment to group goals help the group achieve more than could any one individual acting alone.

Cross-Functional Team

are created with members from different disciplines within an organization, such as finance, operations, and R&D. Cross-functional teams can be used for any purpose, they can be work or project teams, and they may have a short or indefinite duration.

Self-Managed Teams

are groups of workers who have administrative oversight over their work domains.

Group

as two or more freely interacting individuals who share norms and goals and have a common identity.

Group Cohesiveness

defined as the "we feeling" that binds members of a group together.

Task Roles

enable the work group to define, clarify, and pursue a common purpose, and maintenance roles foster supportive and constructive interpersonal relationships.

Informal Group

exists when the members' overriding purpose in getting together is friendship or a common interest.

Collaboration

is the act of sharing information and coordinating efforts to achieve a collective outcome.

Task Independence

is the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks.

Tuckman's Five-Stage Model of Group Development: Stage 1 Forming

During the ice-breaking ******* stage, group members tend to be uncertain and anxious about such unknowns as their roles, the people in charge, and the group's goals. Mutual trust is low, and there is a good deal of holding back to see who takes charge and how.

The 3 Cs of Effective Teams

1- Charters and strategies Team Charters that describe how the team will operate, such as through processes for sharing information and decision making (teamwork). 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. 2- Composition Team Composition describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members. 3- Capacity Team Adaptive Capacity (adaptability) is the ability to make needed changes in response to demands put on the team.

Characteristics of High-Performing Teams

1. Shared leadership—interdependence created by empowering, freeing up, and serving others. 2. Strong sense of accountability—an environment in which all team members feel as responsible as the manager for the performance of the work unit. 3. Alignment on purpose—a sense of common purpose about why the team exists and the function it serves. 4. Open communication—a climate of open and honest communication. 5. High trust—belief that member actions and intentions focus on what's best for the team and its members. 6. Clear role and operational expectations—defined individual member responsibilities and team processes. 7. Early conflict resolution—resolution of conflicts as they arise, rather than avoidance or delay. 8. Collaboration—cooperative effort to achieve team goals.

Punctuated Equilibrium

Groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. The group then establishes and maintains new norms of functioning, returning to equilibrium.

Tuckman's Five-Stage Model of Group Development: Stage 3 Norming

Groups that make it through Stage * generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so work can be accomplished. Questions about authority and power are best resolved through unemotional, matter-of-fact group discussion. A feeling of team spirit is sometimes experienced during this stage because members believe they have found their proper roles.

Tuckman's Five-Stage Model of Group Development: Stage 2 Storming

The ******** stage is a time of testing. Individuals test the leader's policies and assumptions as they try to decide how they fit into the power structure. Subgroups may form and resist the current direction of a leader or another subgroup. In fact, some management experts say the reason many new CEOs don't survive is that they never get beyond the storming stage.

Tuckman's Five-Stage Model of Group Development: Stage 5 Adjourning

The group's work is done; it is time to move on to other things. The return to independence can be eased by rituals such as parties and award ceremonies celebrating the end and new beginnings. During the ********** stage, leaders need to emphasize valuable lessons learned.