Term
| descriptive punctuated equilibrium model |
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Definition
| describes what it is, this is whats actually going on. naturally what happens in all groups. group effort starts near the end |
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Term
| prescriptive/normative model |
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Definition
| this is what should happen in a group. high performing teams do this. group effort starts from beginning |
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Definition
| how to get high performance when setting up a group |
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Definition
| doing number of different tasks. reduces boredom |
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Term
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Definition
| looking and saying "this is what I did" recognizing efforts |
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Definition
| "this thing I did had an impact on us as a group to reach our goal" |
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Term
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Definition
| a group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility |
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Definition
| a group whos individual efforts result in a performance that is greater than the sum of the individual inputs |
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Term
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Definition
| Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. |
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Definition
| Groups of 10 to 15 people who take on the responsibilities of their former supervisors. groups of workers who are given administrative responsibility for their task domains. act as their own supervisor |
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Term
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Definition
| Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. least common team activities are hiring and firing |
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Definition
| Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.physically dispersed task group that conducts its business through modern information technology |
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Definition
| The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. |
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Term
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Definition
| Individuals who, as part of a group, hold a common attribute. |
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Term
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Definition
| 2 or more freely interacting individuals who share collective norms and goals and have a common identity |
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Term
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Definition
| if the group is formed by a manager to help the organization accomplish its goals(work group, team, commitee, task force. fulfil two basic function: organizational and individual |
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Term
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Definition
| when the members' overriding purpose of getting together is friendship or common interest. |
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Term
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Definition
| "ice-breaking" stage; members come together. normaly mutual trust is low. if formal leader does not assert their authority, an emergent leader will eventually step in to fulfil the group's needs for leadership and direction |
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Term
| storming(group formation) |
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Definition
| time of testing. individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure. conflict occurs. (roles, what doing) |
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Term
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Definition
| everyone in the group is on the same page. a feeling of team spirit is experienced because members believe they have found their proper roles |
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Term
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Definition
| the "we feeling" that binds members of a group together. principal by project of the norming stage. cohesiveness has a small but significant effect on performance, especially in small groups. |
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Term
| performing( group formation) |
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Definition
| activity during this vital stage is focused on solving task problems. contributors get their work done without hampering others. climate of open communication, strong cooperation, and lots of helping behaviour. conflicts and job boundary diputed are handled constructively and efficiently. cohesiveness and personal comitment to group goals help the group achieve more than could any one indivitdual acting alone |
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Term
| adjourning(group formation) |
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Definition
| the work is done; it is time to move on to other things. leaders need to emphasize valuable lessons leared in group dynamics to prepare everyone for future group and team efforts |
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Term
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Definition
| sets of behaviours that persons expect of occupants of a position |
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Term
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Definition
| occurs when the total of what is expected from someone exceeds what he or she is able to do |
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Term
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Definition
| experienced when different people expect different things for one person(ex. conflicting demands between work and family |
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Term
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Definition
| occurs when an individual does not know what is expected of them |
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Term
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Definition
| enable the work group to define, clarify, and pursue a common purpose. keep group on track |
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Term
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Definition
| foster supportive and constructive interpersonal relationships. keep group together |
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Term
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Definition
| more encompassing than roles. help organizational members determine right from wrong and good from bad. an attitude, opinion, feeling, or action-shared by two or more people- that guides their behavior. |
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Term
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Definition
| rejection by group members |
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Term
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Definition
| a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. 2-25 team members. effective teams usually have fewer than 10 members. (leadership, accountability, purpose, problem solving, effectiveness) teams are task groups that have matured to the performing stage |
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Term
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Definition
| reciprocal faith in others' intentions and behavior. tend to give what we get: trust begets trust: distrust begets distrust |
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Term
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Definition
| decrease in individual effort as group size increases. explanations include !)equity of effort(everyone else goofing off so why can't I) 2) loss of personal accountability(i'm lost in the crowd sho who cares) 3) motivational loss due to the sharing of rewards(why should i work harder than others when everyoen gets the same reward 4)coordination loss as more people perform the task(were getting in each others way) |
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