CH 13 MGT REVIEW

group

two or more interacting and interdependent individuals who come together to achieve specific goals

*Stages of group development

forming

storming

norming

performing

adjourning

*forming stage

The 1st stage of group development in which people join the group and then define the group’s purpose, structure, and leadership

*storming stage

the 2nd phase of group development, characterized by intragroup conflict

*norming stage

the 3rd stage of group development, characterized by close relationships and cohesiveness

*performing stage

the 4th stage of group development when the group is fully functional and works on the group’s task

*adjourning stage

the final stage of the group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance

role

behavior patterns expected of someone occupying a given position in a social unit

norms

standards or expectations that are accepted and shared by a group’s members

*groupthink

when a group exerts extensive pressure on an individual to align his or her opinion with others’ opinions

when you want harmony

status

a prestige grading, position, or rank within a group

*social loafing

the tendency for individuals to expand less effort when working collectively than when working individually

not pulling your weight

*group cohesiveness

the degree to which group members are attracted to one another and share the group’s goals

large groups = more likely to have conflict

small groups = more likely to get things done

conflict

perceived incompatible differences that result in interference or opposition

*traditional view of conflict

The view that all conflict is bad and must be avoided

*human relations view of conflict

The view that conflict is a natural and inevitable outcome in any group

*interactionist view of conflict

The view that some conflict is necessary for a group to perform effectively

*functional conflicts

conflicts that support a group’s goals and improve its performance

*dysfunctional conflicts

Conflicts that prevent a group from achieving its goals

*task conflict

Conflicts over content and goals of the work

*relationship conflict

Conflict based on interpersonal relationships

*process conflict

Conflict over how work gets done

work teams

Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills

Problem-solving teams

A team form the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems

Self-managed work team

A work team that operates without a manager and is responsible for a complete work process or segment

Cross-functional team

A work team composed of individuals from various functional specialities

Virtual team

A work team that uses computer technology to link physically dispersed members and achieve a common goal