Org Comm Study Guide ( WE DID IT YALL ! )

Groups V.S Teams

Group: Two or more people who interact in an organized manner to perform a task or activity to achieve a common goal

Teams: mature groups with a high degree of interdependence geared toward the achievement of a goal or the completion of a task

Group/Team size considerations

Where there is no ideal group size, groups larger than 10-12 are less likely to function smoothly.

Common Team roles

Contributor, Collaborator, Communicator, Challenger

Cohesion

The degree to which members of the group are attracted to the group and one another

Conformity

The extent to which people adhere to group norms

Social Loafing

Working less when your individual contributions cannot be measured

Types of Teams

Top Management Teams, Project Team, Process Improvement Team, Cross Functional Team, Self Directed Team, Virtual Team

Group composition considerations

The more similar the group members are, the less creative they will be , conflict is necessary for a good team, consider diversity.

Norms

shared rules and expectations about group members behaviors

Deviance in groups and teams

deviants in groups are individuals who do not conform to norms.

Characteristics of effective teams

Clear goals, Building cohesion and Managing diversity, Developing trust, Team Leadership, Training, Managing Team Conflict, Reward Structure, Organizational Structure, Building an Ethical and Collaborative Culture

Helping teams become effective

making clear goals, building cohesion and managing diversity, developing trust , team leadership, training, managing team conflict , having an award structure, , organizational structure and building ethical and collaborative culture.

Defining conflict in the workplace

Conflict in the workplace refers to a disagreement or clash between individuals or groups due to differing values, goals, or interests. It can arise from misunderstandings, competition for resources, or interpersonal dynamics.

Views of conflict

Two views. First conflict can be considered a negative force second conflict is that cinflict can be viewed as a natural part of organizational life and beneficial to the workplace.

Consequences of conflict

conflict can have two consequences, positives like high energy, helps focus on task, stimulates innovation, increases group communication, and helps in-group cohesion and negative consequences like distorted judgement, lack of cooperation, and loser effect.

types of conflict

intrapersonal: internal conflict

Interpersonal: conflict between two or more people

Intragroup: conflict within a group

Intergroup: when groups within organizations disagree over various topics

Horizontal conflict: between departments or groups

Vertical conflct: between groups at different leves of hierarchy

increasing or simulating conflict

Introduce change, increase task ambiguity, create interdependence, and introduce internal competition

Culture and conflict

Culture is one factor that determines how people handle and view conflict as well as cultural values that create a social environment

Personal sources of conflict

Conflicts based on resonar differences tend to be highly emotional and difficult to resolve

organizational sources of conflict

goal incompatibility, uncertainty, resource scarcity, reward systems, and interdependence

Individual conflict management styles

collaboration, competition, accommodation, avoidance, compromise.

leadership definition

a process by which one or more people influence others to pursue a commonly held objective.

early ideas on understanding leadership

stogdil 1974 argued that leaders are characterized by:

A strong drive for responsibility and task completion

Kouzes and Posner 5 practices to leadership

Challenging the process

Inspiring a shared vision

Enabling others to act

Modeling the way

Encouraging the heart

contemporary approaches to understanding leaderships process

leadership is personal

Based on four capabilities: sensmaking, visioning, relating,inventing.

Understand complex environments

Bring many people together

Transactional leadership

Two parties come together in a relationship that advances the interest of both, but there is no deep or enduring link between them

Transformational leadership

occurs when leaders and followers engage with one another in such a way that they raise on another to a higher level of morality and motivation

shared/collaborative leadership

shared membership is a dynamic interactive influence process among individuals in group

Connective leaders are trusting, social, and personal; they are motivated by maximizing the interaction and collaboration among diverse people to achieve a particular end.