Chapter 8 - Groups and Teams - OB

Formal Group

Assigned by organizations or their managers to accomplish specific goals

Group

(1) two or more freely interacting individuals who (2) share norms and (3) goals and have a (4) common identity.

Team Building page 272

A catchall term for a host of techniques aimed at improving the internal functioning of work groups

Trust Page 279

A reciprocal belief that another person will consider how his or her intentions and behaviors will affect you.

Role

A set of expected behaviors for a particular position

Group Role

A set of expected behaviors for members of the group as a whole

Stage 4: Performing pg. 266

Activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others.

Norms

An attitude, opinion, feeling, or action—shared by two or more people—that guides behavior

Self-managed Teams Page 274

Defined as groups of workers who are given administrative oversight for their task domains

Group Cohesiveness pg.266

Defined as the "we feeling" that binds members of a group together, is the principal by-product of Stage 3

Task Roles

Enable the work group to define, clarify, and pursue a common purpose

Cross-functionalism Page 274

Occurs when specialists from different areas are put on the same team.

Social Loafing page 271

The tendency for individual effort to decline as group size increases. Ex: tug-of-war

Stage 5: Adjourning pg. 266

The work is done; it is time to move on to other things. The return to independence can be eased by rituals celebrating "the end" and "new beginnings."

Virtual Teams Page 276

They work together over time and distance via electronic media to combine effort and achieve common goals

Stage 2: Storming pg. 265

This is a time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure. Subgroups take shape, and subtle forms of rebellion, such as procrastination, occur.

Hybrid Rewards page 271

Those that include team and individual components - reduced social loafing and improved information sharing.

Competence Trust Page 280

Trust of capability. How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

Contractual Trust Page 280

Trust of character. Do people do what they say they are going to do? Do managers and employees make clear what they expect of one another?

Communication Trust Page 280

Trust of disclosure. How well do people share information and tell the truth?

Team Page 267

a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Committed Collaborative Competent Page 271

Being Team Player - list the three C's of team players

Stage 1: Forming pg. 264

During this "ice-breaking" stage, group members tend to be uncertain and anxious about such things 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.

Informal Group

Exists when the members' overriding purpose of getting together is friendship or a common interest

Maintenance Roles

Foster supportive and constructive interpersonal relationships

Stage 3: Norming pg. 265

Groups that make it through Stage 2 generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so something can be accomplished