Chapter 13- Management

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2 or more freely interacting individuals who share norms, share goals, and have a common identity (management-directed)

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1

2 or more freely interacting individuals who share norms, share goals, and have a common identity (management-directed)

group

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2

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

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3

group assigned by organizations or its managers to accomplish specific goals

formal groups

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4

group formed by people whose overriding purpose is getting together for friendship or a common interest

informal group

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5

teams that have a clear purpose that all member share

work teams

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6

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

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teams that include members from different areas within an organization, such as finance, operations, and sales

cross-functional teams

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8

teams that are group of workers who are given administrative oversight for their task domains

self-managed teams

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9

teams that work together over time and distance via electronic media to combine efforts and achieve common goals

virtual teams

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10

What are the 5 stages to Tuckman’s Model?

forming

storming

norming

performing

adjourning

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11

the stage in Tuckman’s Model that is the process of getting oriented and gettin acquainted

forming

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12

the stage in Tuckman’s Model characterized by the emergence of individual personalities and roles and conflicts within the group

storming

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13

the stage in Tuckman’s Model where members should concentrate on solving problems and completing the assigned tasks

performing

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14

the stage in Tuckman’s Model when conflicts are resolved, close relationships develop, and unity and harmony emerge

norming

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15

the stage of Tuckman’s Model where members prepare for disbandment

adjourning

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16

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

collaboration

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reciprocal faith in others’ intentions and behaviors

trust

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reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members

team composition

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19

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

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20

a socially determined expectation of how an individual should behave in a specific position

roles

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21

What are the two types of roles within a team?

task and maintenance roles

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22

Roles that consist of behavior that concentrates on getting the team’s tasks done (initiator,, information seeker, opinion giver, elaborator)

task roles

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23

roles that consist of behavior that fosters constructive relationships among team members (encourager, harmonizer, compriser, standard setter)

maintenance roles

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24

general guidelines or rules of behavior that most group or team members follow; typically are unwritten

norms

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25

process in which one party percieves that its interests are being opposed or negatively affected by another party

conflict

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26

benefits the main purposes of the organization and serves its interests

functional conflict

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hinders the organization’s performance or threatens its interests

dysfunctional conflict

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28

What are the 4 kinds of conflict?

personality

envy-based

intergroup

cross-cultural

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29

conflict that is interpersonal oposition based on personal dislike, disagreement, or differing styles

personality conflicts

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conflict based on resentment of others because they posess something desirable

envy-based conflict

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conflict that is “Us vs them)

intergroup conflicts

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conflict that is frequent opportunities for clashes between cultures in the global economy

cross-cultural conflicts

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conflict designed to elicit different opinions without inciting people’s personal feelings

programmed conflict

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34

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

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method where two people or groups play opposing roles in a debate in order to better understand a proposal

dialect method

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36

behavior where you state your views openly and honestly

openness

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behavior where you treat others’ status and ideas as equal to yours

equality

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behavior where you try to experience the other person’s feelings and point of view

empathy

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behavior where you let the other person know you want to find a resolution that will benefit you both

supportiveness

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40

behavior where you are positive about the other person and your relationship

positiveness

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ignoring or suppressing a conflict

avoiding

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allows the desires of the other party to prevail

obliging

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ordering an outcome, using formal authority and power to resolve a conflict

dominating

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both parties give up something to gain something

compromising

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managers strive to confront the issue and cooperatively identify the problem and seek a solution

integrating

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