Comm quiz 2

characteristics of groups

shared identity, interdependent relationship, shared goal

stages of group development

forming, storming, norming, performing, adjourning

forming

first stage of group development, come together to articulate goals and responsibilities

storming

2nd stage of development, conflict and disagreement arises

norming

3rd stage, group norms begin to coalesce

perfomring

4th stage of development, group begins to take on its tasks and work towards its objectives

adjourning

5th stage of development, the group has accomplished or failed to accomplish its goals and disbands

centrality

the degrees to which an individual sends and receives messages from others in the group

isolation

a position from which a group member sends and receives fewer messages than others

information giver

task role; offers facts, beliefs, personal experience, or other input during group discussions

information seeker

task role; asks for input or clarification of ideas or opinions that members have presented

elaborator

task role; provides further clarification of points, often adding to what others have said

initiator

task role, helps the group move towards its objective by proposing solutions presenting new ideas or suggesting new ways of looking at an issue

administrator

task role, keeps the conversation on track

social roles

concerned with how people in the group are feeling and managing relationships

harmonizer

social role, seeks to smooth over tension and settles member differences

gatekeeper

social role, works to ensure that each member of the group gets a chance to voice their opinions

sensor

social role, expresses group feelings moods or relationships in an effort to recognize the climate and capitalize on it or modify it

anti-group roles

create problems because they serve individual members' priorities at the expense of group needs

blocker

anti-group role, destructive communication that hinders group goals and creates obstacles

avoider

anti-group role, refuses to engage in group processes

recognition seeker

anti-group role, calls attention to themselves and attempts to leverage the group for their own purposes

distractor

anti-group role, actively steers away from topic or goal of group

legitimate

the person's position title or role that grants them authority

coercive

group power - the person's ability to threaten or harm others (ex: prof w/grades)

reward

the person's capacity to provide rewards

expert

group power - value of the person's info or knowledge

referent

group power - from admiration and respect

traditional

group power - the persons authority comes from custom and culture

directive leadership style

focuses on the groups tasks and controls the groups communication by conveying specific instructions

supportive leadership style

focuses on the group members emotional and relational needs

participative leadership style

views group members as equals welcomes their opinions and focuses on collaborative problem solving

laissez-faire leadership style

a hands off style that gives up a degree of power through delegation

achievement-oriented leadership style

sets challenging goals and objectives along with high expectations

bullying

unethical leadership - denigrating or threatening behavior wanting people on your side

harassment

unethical leadership - unwanted conduct that is based on race, color, religion, sex, national origin, age, disability or genetic information

machiavellianism

unethical leadership - based on deceit flattery and other exploitative measures, want to be feared and respected not liked

Groupthink Symptoms

A problem in which group members strive to maintain cohesiveness and minimizing conflict by refusing to critically examine ideas, analyze proposals, or test solutions

overestimation of the group

symptom of groupthink - belief that the group is better than it is and overlooks weaknesses

closed-mindedness

symptom of groupthink - refuses opportunities or information, anything from outside group is inferior

pressures towards uniformity

symptom of groupthink - within the group, descent is shutdown and unaccepted

causes of groupthink

when the group is homogenous, suffers from poor organization/leadership or is under significant pressure

high group cohesiveness

cause of groupthink - Associated with increased conformity, members more likely to accept influence of other members and less likely to criticize themselves

structural faults

cause of groupthink - design of group - time u meet, how frequently u meet, is everyone allowed to speak etc.

situational contexts

cause of groupthink - low morale, deadlines, high levels of stress

groupthink preventions

diversity, purposeful gatekeeping, critical evaluation

SDWT self-directed work team

a group of skilled workers who take responsibility themselves for producing high quality finished work

punctuated equilibrium process

groups experience a period of inertia or inactivity until they become aware of time, pressure, and deadlines which compel members to take action

classical approach management style

view employees as parts with division of labor and strict hierarchy

relations approach management style

view employees as a team focus on workplace culture, community, excellence and supporting the company

resources approach management style

views employees as assets giving them space to create and fosters growth and engagement

Systems Approach to Management

Views an organization as a unique whole model made up on important members who have interdependent relationships within their particular environment

openess

aspect of systems approach - org awareness of its own imbalances and problems

adaptability

aspect of systems approach - allowance and ability to change and grow - response to level of openness

compatibility

aspect of system approach, focuses more on structure and less on individual needs so its compatible with other management styles

storytelling

part of org culture, communicates company's values through stories

heroes

part of org culture, individuals who have achieved great things for the org through persistence and commitment

assimilation

part of org culture, the process by which newcomers learn the nuances of the org and determine if they fit in

supervisor-supervisee

hierarchical relationship where the supervisor has the power

mentor-protege

hierarchical relationship where the mentor is a respectful member of the org and serves as a role model for the less experienced individual

peer relationships

relationships that form between colleagues on the same level of authority

chain

network where communication goes down a line of people, good for email, bad for verbal

all-channel

network where everyone interacts equally, good for collaboration, but lack of order interrupts efficiency

wheel

network that has a middle man everyone communicates with and they communicate to all, with lowest shared centrality but most efficient

social loafing

Failure to invest the same level of effort in the group that people would put in if they were working alone or with one other person