Term
| Your team is composed of... |
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Definition
| all those for whom you are directly responsible, your total work group. |
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Term
| The team can consist of... |
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Definition
| assigned additional people who perform "staff" functions as opposed to "line" functions. (staff assistant, legal advisers) |
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Term
| Your team should not be composed of... |
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Definition
| people who feel they have little to contribute, they dislike the give and take of problem solving in groups, or they don't aspire to a position requiring further development. |
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Term
| The key in team building... |
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Definition
| organizations need to remain flexible to adapt changes in personnel and to new objectives. |
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Term
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Definition
1.) Informational
2.) Problem-solving |
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Term
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Definition
| meetings that are for such purposes as personal growth, continuing education, keeping informed about what other group members are doing (including the leader). |
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Term
| Examples of Informational Meeting |
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Definition
1.) A member or leader gives report to group on what he learned at conference
2.)An outside consultant is employed to tell group about something innovative
3.)Each group member informs members of other departments what is happening in his own.
4.) The leader routinely reports to his group what actions were taken by management group one level above |
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Term
| Problem-Solving Process (6 steps) |
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Definition
1.)The Problem Identification Meeting
2.)The Solution Generating Meeting
3&4.)The Evaluation and Decision-Making Meeting
5.)The Implementation Meeting
6.)The Regularly Scheduled Management Meeting (steps 1-6) |
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Term
| The Problem Identification Meeting |
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Definition
| To identify as many problems as possible in a specified time period without considering any solutions. |
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Term
| Examples of The Problem Identification Meeting |
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Definition
- "slip" method: participants anonymously write each problem on a slip and place them in a box
- "flip chart" method: the leader writes each problem on a chart pad for everyone to see. |
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Term
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Definition
| to structure the meeting: define the purpose, explain the procedure, spell out the ground rules to speak, no documentation, no long examples or illustrations, set the time limit. |
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Term
| Problem Identification Meeting (step 1) |
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Definition
| helps group members deal constructively with the impact of changes on their lives. |
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Term
| The Solution-Generating Meeting (step 2) |
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Definition
| often called the brainstorming meeting, thought to bring out the creativity of groups faced with a problem to solve |
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Term
| Examples of The Solution-Generating Meeting |
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Definition
Group takes a problem and focuses its energies only on alternative solutions:
-How can we provide better service to customers? |
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Term
| "Rules" of The Solution-Generating Meeting |
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Definition
-No evaluation of anykind
-anything goes (dont censor ideas)
-piggyback on ideas from others
-Look at problem from different aspects |
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Term
| The Evaluation and Decision-Making Meeting (step 3&4) |
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Definition
-Runs more effectively with less people (12 to 15)
-These two types best combined b/c evaluation naturally leads into making a decision |
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Term
| The Implementation Meeting (step 5) |
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Definition
| determines how a previously made decision is to be implemented-who does what by when? |
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Term
| The Regularly Scheduled Management Meeting (step 1-6) |
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Definition
| most important requirement for leadership effectiveness. |
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Term
| Guidelines for making management teams work |
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Definition
1.)frequency of meetings
2.)duration of meetings
3.)priority of meetings
4.)alternatives for members
5.)place of meeting
6.)physical arrangements
7.)the recording function
8.)developing the agenda
9.)establishing priorities for agenda items
10.)rules for speaking
11.)kinds of problems appropriate for the group
12.)kinds of problems inappropriate for meetings
13.)rules for decision making
14.)confidentiality of group meetings
15.)disposition of agenda items
16.)record of the meeting
17.)procedures for continual evaluation of group effectiveness |
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Term
| Record of the Meeting (#16) should include... |
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Definition
1.)all decisions reached by the group
2.)a record of the disposition of every agenda item
3.)all task assignments, including due dates: WHO does WHAT by WHEN |
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Term
| Responsibilities of Group Members BEFORE Each Meeting |
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Definition
1.)Reread the record of the previous meeting to check all tasks complete
2.)Make arrangements to avoid being called out during meeting
3.)Plan so you can get to meeting ahead of time
4.)Have clearly in your mind, the items you want on agenda
5.)Be prepared with any materials needed to furnish group to help them deal with your agenda item.
6.)Study agenda ahead of time if available
7.)If must be absent, inform and prepare alternative |
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Term
| Responsibilities of Group Members DURING Meeting |
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Definition
1.)submit your items for the agenda (state clearly)
2.)when you have an opinion, state it honestly and clearly (dont sit)
3.)stay on the agenda item being dealt with and help others stay on it.
4.)ask for clarification
5.)participate actively
6.)assume responsibility for making process contributions
7.)protect rights of others to have opinions
8.)listen attentively to others
9.)try to think creatively about solutions that might resolve conflicts
10.) avoid communications that disrupt a group - humor etc.
11.)Keep notes on things you agree to do after meeting
12.)How can I help? |
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Term
| Responsibilities of Group Members AFTER Meeting |
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Definition
1.)carry out assignments and commitments
2.)pass in to your group members decisions/info they should know about
3.)keep confidential anything said in meeting (besides final decision)
4.)Refrain from complaining about a decision you agreed to.
5.)Refrain from "out-of-meeting appeals" to the leader.
6.)Dont appeal to the leader to reverse a decision.(bring it up at next) |
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Term
| Principle Communication Tools |
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Definition
| active listening, passive listening, door openers, and acknowledgement responses |
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Term
| Guidelines for building a team |
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Definition
1.)More dependent members on leader inhibits participation of other members
2.)Greater status differential inhibits members
3.)When leader becomes "another member" issues can be dealt with easier
4.)Leaders awareness of inhibiting effect makes leader watch his participation
5.)finding appropriate balance of listening and contributing
6.)Once seen as a group member the leaders's input is not forced upon members |
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Term
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Definition
| a collision or disagreement, a controversy or quarrel, a clash or collision, a battle or struggle. |
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Term
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Definition
| a leader who becomes competent in helping group members or associates solve problems they own will be doing a job of prevention. |
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Term
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Definition
| serves as the function of prevention |
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Term
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Definition
to influence someone to change some behavior that is causing you a problem
EX. a good I-Message |
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Term
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Definition
| Leaders who are successful in developing their team into an effective problem-solving and decision-making group are preventing conflicts |
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Term
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Definition
| a variant of the confrontive i-message, a simple assertion of what you need or want (usually happens before any unacceptable behavior occurs) |
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Term
| Example of Preventative I-Message |
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Definition
| "I'm going to need complete privacy today to get my speech written" |
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Term
| The Declarative I-Message |
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Definition
| form of i-message that communicates (discloses) what you think, believe, or value. |
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Term
| Example of Declarative I-Message |
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Definition
"I prefer it when people confront me in person rather than through e-mail"
-often prevents conflict b/c it lets people know where you stand |
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Term
| Results of Avoiding Conflict |
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Definition
1.)Resentments build up
2.)Feelings get displaced onto other people or things
3.)Griping, backbiting, gossiping, general discontent |
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Term
| Three Different Methods for Resolving Conflicts |
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Definition
1.)Method 1: I win, you lose (member owns problem)
2.)Method 2: You win, I lose (I own problem)
3.)Method 3: No-Lose method |
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Term
| Three Different Methods for Resolving Conflicts |
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Definition
1.)Method 1: I win, you lose (member owns problem)
2.)Method 2: You win, I lose (I own problem)
3.)Method 3: No-Lose method |
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Term
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Definition
| you impose a solution that enables you to get your way at the expense of the other person not getting his. Other person now feels resentment toward you. |
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Term
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Definition
| in social exchange theory this is an "inequitable social exchange" |
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Term
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Definition
-unilateral decision making
-authoritarian decision making
-leader centered decision making
-Domination |
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Term
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Definition
-permissiveness
-soft management
-employee centered decision making
-subordination
-laissez-faire leadership |
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Term
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Definition
| Other person forces solution on someone, that someone feels resentment towards other person. |
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Term
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Definition
| "human relations" where the group members needs gets met at the expense of the leader's needs not getting met. |
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Term
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Definition
| T/F effective leaders must have groups that have both good human relations and high productivity |
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Term
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Definition
| involves some action that cause others to behave in a certain way despite their opposition |
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Term
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Definition
| T/F a person has power when they posses the means to deprive the others of something they need. |
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Term
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Definition
| sources from which a person's power is derived |
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Term
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Definition
| T/F for power to work members must have a certain amount of fear and dependence |
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Term
| Factors decreasing power differential between leader and members... |
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Definition
1.)Emergence of Unions and trad associations
2.)Increased job mobility
3.)difficulty firing civil service positions (teachers/gov. employees)
4.)increase of highly skilled workers, making it costly to teach new employee
5.)transferring some power of managers/supervisors to H.R. departments |
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Term
| Coping Mechanisms of Power |
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Definition
| fighting it, defending against it, or trying to nullify its effects on someone are examples of... |
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Term
| How People React to Power |
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Definition
1.)reduction in upward communication
2.)buttering up and other ingratiating reactions
3.)destructive competitiveness and rivalry
4.)Submission and conformity
5.)Rebellion and Defiance
6.)forming alliances and coalitions
7.)withdrawing and escaping |
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Term
| Example of reduction in upward communication |
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Definition
| type of reaction of power: leader never knows what is going on. Power reduces the frequency and accuracy of this... |
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Term
| Example of buttering up and other ingratiating reactions |
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Definition
type of reaction of power:
Three methods of this include; currying favor, agree with opinions of one in power, and deliberately display attractiveness-physical or intellectual |
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Term
| Example of Destructive Competitiveness and Rivalry |
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Definition
type of reaction of power:
-heightened competitiveness and rivalry between group members
-causes tattling, backbiting, cheating, covering up, and gossiping
-"if i make others look bad, i look better" |
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Term
| Example of Submission and conformity |
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Definition
type of reaction of power:
-these workers choose compliance and obedience to person with greater power
-"i will get more rewards by doing exactly what im told to do but nothing more" |
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Term
| Example of rebellion and defiance |
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Definition
type of reaction of power:
-opposite of submission and obedience
-protective posture, suspicious of anyone with power
-disagree with leaders power rather than leaders ideas |
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Term
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Definition
-Give them recognition
-Take over the steering wheel/agree with them
-change the subject |
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Term
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Definition
-affirm your respect for someone
-don't give your answer, ask for them |
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Term
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Definition
-ask them for ideas
-push them
-keep pushing |
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Term
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Definition
-keep cool
-stick to your arguments
-talk to the chair
-repeat yourself "broken record" |
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Term
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Definition
-ignore interrupter/keep cool
-speak to the chair
-use "3-point" system |
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Term
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Definition
| The lower an individual is in the organizational hierarchy the smaller their ___________. |
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Term
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Definition
| The term used to describe all the members of the group; including the leader, are willing to accept the decision. |
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Term
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Definition
| The uses of a series of boxes showing federal and state laws, company rules, etc. illustrates the _____________. |
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Term
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Definition
| this method utilizes a pyramid and a series of arrows to illustrate how to solve a problem. |
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Term
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Definition
| means “general agreement,” or majority of opinion; Method III. |
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Term
| Solution-Generating Meeting |
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Definition
| The questions,” How can we reduce paper work? Would be used in a __________ |
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Term
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Definition
-Remembering
-Understanding
-Applying
-Analyzing
-Evaluating
-Creating |
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Term
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Definition
| Unilateral, authoritarian, leader-centered decision making |
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Term
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Definition
1)TWO PEOPLE, TWO MIND-SETS
2)PERFORMANCE DOESN'T DETERMINE PAY
3)OBJECTIVITY IS SUBJECTIVE
4)ONE SIZE DOES NOT FIT ALL
5)PERSONAL DEVELOPMENT IS IMPEDED
6)DISRUPTION TO TEAMWORK
7)IMMORALITY OF JUSTIFYING CORPORATE IMPROVEMENT |
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