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2 or more freely interacting individuals who share norms, share goals, and have a common identity (management-directed)
group
small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable (self-directed)
team
group assigned by organizations or its managers to accomplish specific goals
formal groups
group formed by people whose overriding purpose is getting together for friendship or a common interest
informal group
teams that have a clear purpose that all member share
work teams
teams that are assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company’s products
project teams
teams that include members from different areas within an organization, such as finance, operations, and sales
cross-functional teams
teams that are group of workers who are given administrative oversight for their task domains
self-managed teams
teams that work together over time and distance via electronic media to combine efforts and achieve common goals
virtual teams
What are the 5 stages to Tuckman’s Model?
forming
storming
norming
performing
adjourning
the stage in Tuckman’s Model that is the process of getting oriented and gettin acquainted
forming
the stage in Tuckman’s Model characterized by the emergence of individual personalities and roles and conflicts within the group
storming
the stage in Tuckman’s Model where members should concentrate on solving problems and completing the assigned tasks
performing
the stage in Tuckman’s Model when conflicts are resolved, close relationships develop, and unity and harmony emerge
norming
the stage of Tuckman’s Model where members prepare for disbandment
adjourning
the act of sharing information and coordinating efforts to achieve a collective outcome
collaboration
reciprocal faith in others’ intentions and behaviors
trust
reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members
team composition
Teams perform better when members
have a high tolerance for ______
possess high levels of _______
are _____ in their backgrounds
uncertainty
emotional stability
diverse
a socially determined expectation of how an individual should behave in a specific position
roles
What are the two types of roles within a team?
task and maintenance roles
Roles that consist of behavior that concentrates on getting the team’s tasks done (initiator,, information seeker, opinion giver, elaborator)
task roles
roles that consist of behavior that fosters constructive relationships among team members (encourager, harmonizer, compriser, standard setter)
maintenance roles
general guidelines or rules of behavior that most group or team members follow; typically are unwritten
norms
process in which one party percieves that its interests are being opposed or negatively affected by another party
conflict
benefits the main purposes of the organization and serves its interests
functional conflict
hinders the organization’s performance or threatens its interests
dysfunctional conflict
What are the 4 kinds of conflict?
personality
envy-based
intergroup
cross-cultural
conflict that is interpersonal oposition based on personal dislike, disagreement, or differing styles
personality conflicts
conflict based on resentment of others because they posess something desirable
envy-based conflict
conflict that is “Us vs them)
intergroup conflicts
conflict that is frequent opportunities for clashes between cultures in the global economy
cross-cultural conflicts
conflict designed to elicit different opinions without inciting people’s personal feelings
programmed conflict
assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing
devil’s advocacy
method where two people or groups play opposing roles in a debate in order to better understand a proposal
dialect method
behavior where you state your views openly and honestly
openness
behavior where you treat others’ status and ideas as equal to yours
equality
behavior where you try to experience the other person’s feelings and point of view
empathy
behavior where you let the other person know you want to find a resolution that will benefit you both
supportiveness
behavior where you are positive about the other person and your relationship
positiveness
ignoring or suppressing a conflict
avoiding
allows the desires of the other party to prevail
obliging
ordering an outcome, using formal authority and power to resolve a conflict
dominating
both parties give up something to gain something
compromising
managers strive to confront the issue and cooperatively identify the problem and seek a solution
integrating