Principles of Management Ch. 13 Vocab

Groups

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity. See also Teams

Team

A small group of people working together with a common purpose, performance goals, and mutual accountability. See also Groups

Formal group

A group assigned by organizations or its managers to accomplish specific goals

Informal group

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

Work Teams

All work teams have a clear purpose that all members share. These teams are usually permanent, and members must give their complete commitment to the team’s purpose in order for the team to succeed.

Project Teams

Assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company’s projects. Members can meet just once or work together for many years, depending on the nature of the assignment, and they may meet virtually or face to face. They can come from the same or different departments or functional areas, and while serving on the project team, they continue to fulfill their primary responsibilities. 

Cross-functional teams

A team that is staffed with specialists pursuing a common objective

Self-managed teams

Groups of workers who are given administrative oversight for their task domains

Virtual teams

A team composed of members in different geographic locations who use technology to work together and achieve common goals

Team design

Involves choosing the best type of team to accomplish a goal

Team development

The process of assembling individuals in a team, getting acquainted with each other, and working together to achieve a common goal

Team management processes

The actions, feelings, and thoughts that influence team members interactions and the team’s effectiveness

Team viability

Team members’ satisfaction with and desire to remain a member in the team

Forming

The first of the five stages of forming a team, in which people get oriented and get acquainted

Storming

The second of five stages of forming a team in which individual personalities, roles, and conflicts within the group emerge

Norming

One of five stages of forming a team; stage three, in which conflicts are resolved, lose relationships develop, and unity and harmony emerge

Group cohesiveness

A “we feeling” that binds group members together

Performing

The fourth of five stages of forming a team, in which members concentrate on solving problems and completing the assigned task

Adjourning

One of five stages of forming a team; the stage in which members of an organization prepare for disbandment

Punctuated equilibrium

Establishes ­periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives resulting in the establishment and maintenance of new norms of ­functioning, returning to equilibrium

Collaboration

Act of sharing information and coordinating efforts to achieve a ­collective outcome

Trust

Reciprocal faith in others’ intentions and behaviors

Authenticity

People tend to trust you if they believe you’re being your genuine self

Logic

You stand a better chance of having people trust you if they have faith in your judgment and expertise

Empathy

People will trust you if they believe you really care about them

Performance Goals and Feedback

Teams are organized for a collective purpose. That purpose needs to be defined in terms of specific, measurable performance goals with continual feedback to tell team members how well they are doing.

Team member interdependence

The extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work

Team composition

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

Roles

Socially determined expectations of how individuals should behave in a specific position

Task role

Behavior that concentrates on getting the team’s task done

Maintenance role

Relationship-related role consisting of behavior that fosters constructive relationships among team members

Initiator

Suggests new goals or ideas

Information seeker/giver

Clarifies key issues

Opinion seeker/given

Clarifies pertinent values

Elaborator

Promotes greater understanding through examples or explorations of implications

Coordinator

Pulls together ideals and suggestions

Orienter

Keeps group headed toward its stated goals

Evaluator

Test group’s accomplishments with various criteria such as logic or practicality

Energizer

Prods group to move along or to accomplish more

Procedural technician

Performs routine duties (handing out materials or rearranging seats)

Recorder

Performs a “group memory” function by documenting discussion and outcomes

Encourager

Foster group solidarity by accepting and praising various points of view

Harmonizer

Mediates conflict through reconciliation or humor

Compromiser

Helps resolve conflict by meeting others halfway

Gatekeeper

Encourages all group members to participate

Standard setter 

Evaluates the quality of group processes

Commentator

Records and comments on group processes/dynamics

Follower

Serves as a passive audience

Norms

General guidelines or rules of behavior that most group or team members follow

Conflict

Process in which one party perceives that its interests are being opposed or negatively affected by another party

Dysfunctional conflict

Conflict that hinders the organization’s performance or threatens its interests

Functional conflict

Conflict that benefits the main purposes of the organization and serves its interests

Personality conflict

Interpersonal opposition based on personal dislike, disagreement, or differing styles

Envy-Based Conflicts

Envy is an unpleasant feeling of inferiority and resentment caused by comparing yourself with a person or group who possesses something you desire. It is a source of conflict because it can threaten self-esteem and promote an attitude of justice.

Intergroup Conflicts (ways they are expressed)

• Inconsistent goals or reward systems

• Ambiguous jurisdictions - when job boundaries are unclear

• Status Differences - when there are inconsistencies in power and influence

Cross-Cultural Conflicts

Successes and failures arise from dealing with differing cultural assumptions about how to think and act.

Programmed conflict

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

Devil’s advocacy

Role-playing criticism to test whether a proposal is workable

Dialectic method

Role-playing two sides of a proposal to test whether it is workable

Career Readiness Competencies to Help You Better Handle Conflict

• Teamwork/Collaboration

• Social Intelligence

• Openness to Change

• Emotional Intelligence

• Oral/Written Communication

Avoiding

Ignoring or suppressing a conflict. It is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict

Obliging

Let others have their way. The style may be appropriate to build goodwill if the issue isn’t important to you, so you can eventually get something in return in the future.

Dominating

Demanding your way. It is appropriate when an unpopular solution must be implemented or when it’s not important that others commit to your viewpoint.

Compromising

When both parties give up something to gain something. They agree on an outcome that is acceptable but not ideal for both parties. It is appropriate when both sides have opposing goals or possess equal power. 

Integrating

A collaborative style in which the manager strives to confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution. This style optimizes outcomes for both parties. It is appropriate for complex issues plagued by misunderstanding.

Become a More Effective Team Member

• Commit to the team

• Support team members

• Bring positive emotions to the team

• Lead by example

Become a more effective collaborator

• Listen and learn

• Be open-minded

Absence of Trust

Team members withhold information for fear of being ridiculed or taken advantage of. 

Fear of Conflict

They are afraid conflict will damage relationships among team members. As a result, team members develop superficial harmony as they “go along to get along.”

Social loafing

A phenomenon in which a team member puts forth less effort in the team than they would if they were working alone.

Analysis Paralysis

Team members are so afraid to fail that they spin their wheels. They have a hard time making decisions and learning and adjusting as they implement them.

Dominator-driven decision-making

The most assertive or aggressive personalities on a team tend to push for the team to adopt their ideas. Left unchallenged, team members reluctantly support them despite significant reservations about how effective they will ultimately be. 

Avoidance of Accountability

Lack of commitment results in poor communication and unclear performance standards. Team members’ irritation with each other builds as they encounter unmet expectations, missed deadlines, and mediocre work.  

Inattention to Results

Occurs when team members are no longer forced on working together to achieve the team’s goal and prioritize their own self-interests. Team aggravation boils over as the team underperforms.

Team voice

The extent to which team members feel free to express opinions, concerns, proposals, or thoughts about work-related issues

Team charter

Outlines how a team will manage teamwork activities

Team reflexivity

A collective process by which members reflect on the team’s objectives, strategies, methods, and processes and adapt accordingly