Chapter 13- Management

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


1. have a high tolerance for ______
2. possess high levels of _______
3. 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