Chapter 17

Acceptance, Communication and Decision Making, Group Solidarity, Group Control

4 stages of formal group development

Task Group

A formal group of organization members who interact with one another to accomplish nonroutine organizational tasks. Members of any one task group can come from various levels in the organizational hierarchy

Command Group

A formal group that is outlined in the chain of command of an organization chart. Typically handle routine activities

Formal Group

A group that exists within an organization by virtue of management decree to perform tasks that enhance the attainment of organizational objectives

Sociometry

An analytical tool that can be used to determine what informal groups exist in an organization and who the leaders and members of those groups are

Concurrence

Second stage of groupthink. It occurs when a group member agrees with the entire group's position, even when the group member might privately oppose the entire group's position

Acceptance Stage

Stage of formal group development that is reached only after this initial mistrust dwindles and the group has been transformed into one characterized by mutual trust and acceptance

Collaboration

The ability to work with others in accomplishing a task

Adjourning

The fifth and last stage of the team development process. The stage in which the team finishes its job and prepares to disband

Antecedent

The first stage of groupthink. Precursors are associated with the development of groupthink

Forming

The first stage of the team development process, during which members of the newly formed team become oriented to the team and acquainted with one another as they explore issues related to their new job situation

Decision Making Defects

The fourth stage of groupthink. Occurs when group members fail to make effective decisions

Performing

The fourth stage of the team development process. Characterized by a focus on solving organizational problems and meeting assigned challenges

Linking Pin

The managers or supervisors who are responsible for the coordination of and communication among formal organizational groups

Storming

The second stage of the team development process. Characterized by conflict and disagreement as team members try to clarify their individual roles and challenge the way the team functions

Problem Solving Team

An organizational team set up to help eliminate a specified problem within the organization

Special Purpose Team

Team that consists of workers and union representatives meeting together to collaborate on operational decisions at all levels

Team

A group whose members influence one another toward the accomplishment of an organizational objective

Sociogram

A sociometric diagram that summarizes the personal feelings of organization members about the people in the organization with whom they like to spend free time

Committee

A task group that is charged with performing some type of specific activity

Work Team

A task group used in organizations to achieve greater organizational flexibility or to cope with rapid growth

Informal Group

A collection of individuals whose common work experiences result in the development of a system of interpersonal relations that extend beyond those established by management

Friendship Group

An informal group that forms in organizations because of the personal affiliation members have with one another

Interest Group

An informal group that gains and maintains membership primarily because of a common concern members have about a specific issue

Cross Functional Team

An organizational team composed of people from different functional areas of the organization who are all focused on a specified objective

Self Managed Team

An organizational team that plans, organizes, influences, and controls its own work situation with only minimal intervention and direction from management

Group

Any number of people who: interact with one another, are psychologically aware of one another, and perceive themselves to be a group

Homans Model

Model that states the informal group is established to provide satisfaction and growth for its members. At the same time, the sentiments, interactions, and activities that emerge within an informal group result from the sentiments, interactions, and activities that already exist within a formal group. Given these two premises, it follows that feedback on the functioning of the informal group can give managers ideas about how to modify the formal group in order to increase the probability that informal group members will achieve the satisfaction and growth they desire

Communication and Decision Making Stage

Stage of formal group development where group members are better able to communicate frankly with one another

Group Control Stage

Stage of formal group development where group members attempt to maximize the group's success by matching individual abilities with group activities and by assisting one another. Flexibility and informality usually characterize this stage

Group Solidarity Stage

Stage of formal group development where members become more involved in group activities and cooperate rather than compete with one another. Members find belonging to the group extremely satisfying and are committed to enhancing the group's overall success

Groupthink

The mode of thinking that group members engage in when the desire for agreement so dominates the group that it overrides the need to realistically appraise alternative solutions

Norming

The third stage of the team development process. Characterized by agreement among team members on roles, rules, and acceptable behavior while working on the team

Symptoms of Groupthink

Third stage of groupthink. Occurs as group members feel pressure to confirm and censor their own ideas