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OB Test 3
OB short test- Group and team work
| Term | Definition |
|---|---|
| Group | Two or more individuals, interacting and interdependent, who come together to achieve particular objectives |
| Role | The set of expected behavior patterns that are attributed to occupying a given position in a social unit |
| Norms | Acceptable standards of behavior within a group that are shared by the group’s members. Powerful means of influencing behavior |
| Formal Group Informal Group | 1) : Defined by the organization’s structure 2) : Neither formally structured nor organizationally determined |
| Role perception Role expectations Role conflict | 1) our view of how we’re supposed to act in a given situation 2) how others believe you should act in a given situation 3) conflict experienced when multiple roles are incompatible |
| Types of Norms | • Performance norms • Appearance norms • Social arrangement norms • Resource allocation norms |
| Reference Group | Groups in which a person is aware of other members, defines self as a member, believes group members to be significant |
| Deviant Workplace Behavior | Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members Likely to flourish when: Supported by group norms People are in groups |
| Status | A socially defined position or rank given to groups or group members by others Determined by: The power a person wields over others A person’s ability to contribute to a group’s goals An individual’s personal characteristics |
| Status and Norms | High-status members often have more freedom to deviate from norms and are better able to resist conformity pressures |
| Status and Group Interaction | High status people are more assertive Low status members may not participate Group creativity may suffer |
| Social loafing | tendency for individuals to expend less effort when working collectively than alone |
| Cohesiveness | The degree to which members of the group are attracted to each other and motivated to stay in the group |
| Diversity | the degree to which members of the group are similar to or different from one another. Diversity increases group conflict, but may improve group performance in the long term |
| Types of Diversity | Cultural Demographic Racial Gender |
| Group decision making strength | • Generate more complete information and knowledge • Increased diversity of views • Increased acceptance of a solution |
| Group decision making weaknesses | • Takes longer • Conformity pressures • Discussions can be dominated by one or a few members • Ambiguous responsibility for the final outcome |
| Group effectiveness | • Accuracy – group is better than average individual but worse than most accurate group member • Speed – individuals are faster • Creativity – groups are better • Degree of acceptance – groups are better |
| Group efficiency | Groups are generally less efficient |
| Group Decision-Making Techniques | • Interacting groups • Brainstorming • Nominal Group Technique (NGT) |
| Interacting groups | Meet face to face and rely on verbal and non-verbal interactions to communicate |
| Brainstorming | Generates a list of creative alternatives Problem: production blocking |
| Nominal Group Technique (NGT) | Restricts discussion during the decision-making process to encourage independent thinking |
| Work group | Interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibility |
| Work team | Generates positive synergy through coordinated effort; individual efforts result in a level of performance that is greater than the sum of those individual inputs |
| Characteristics of teams | Problem solving teams Self-Managed Work Teams Cross-Functional Teams Virtual teams |
| Problem solving teams | • Members often from the same department • Share ideas or suggest improvements • Rarely given authority to unilaterally implement any of their suggested actions |
| Self-Managed Work Teams I | • 10-15 employees in highly related jobs • Team takes on supervisory responsibilities: o Work planning and scheduling o Assigning tasks o Operating decisions/actions |
| Self-Managed Work Teams II | Better utilize employee talents o Are more flexible and responsive to change o Democratize and motivate o Working with customers • May select and evaluate members • Effectiveness is dependent on the situation |
| Cross-Functional Teams | • Members from same level, but diverse areas within and between organizations • Exchange information • Develop new ideas and solve problems • Coordinate complex projects • Development may be time consuming due to complexity and diversity |
| Virtual teams | • Computer technology ties dispersed team together • Special challenges o Less social rapport and direct interaction o Difficulty dispersing information o Determining communication level |
| Turning Individuals into Team Players | • Selection • Training • Rewards |
| Selection | Need employees who have the interpersonal as well as technical skills |
| Training | Workshops on problem-solving, communications, negotiation, conflict-management, and coaching skills |
| Rewards | Encourage cooperative efforts rather than individual ones |
Created by:
azaya
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