Change in tactics - Parties move from persuasive arguments to threats and power plays
Number of issues grows- More issues that bother each party are added to the disagreement
Goals change- Choice, Parties no longer want to resolve the problem, but to win or hurt the other
Parties no longer want to resolve the problem, but to win or hurt the other
Number of people grows - Choice, More people or groups are drawn into the conflict
More people or groups are drawn
into the conflict
Issues move from specific to general - Conflict widens from narrow and specific concerns to broader ones and even general intolerance of the other party
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Groups and Team
Terms in this set [120]
team charter
a document detailing members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments
groups
collections of two or more individuals with low or no task dependency, who are not accountable to each other for their work, and who may or may not assemble for a specified period of time
teams
collections of two or more individuals whose responsibilities depend on the other members, are collectively accountable for the performance and outcomes associated with their work, and work together for the time required for task completion
formal group
a group assigned by an organization or its managers to accomplish specific goals
informal group
a group whose overriding purpose in getting together is friendship or a common interest
role
a set of expected behaviors for a particular position
group role
a set of shared expected behaviors for members of the group as a whole
task roles
enable the work group to define, clarify, and pursue a common purpose
maintenance roles
roles that foster supportive and constructive interpersonal relationships
norms
shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior
Collections of individuals with low dependency on one another are known as ______, whereas _____ are collectively responsible for their performance.
groups; teams
Which of the following describes a purpose of a formal work group?
discussing ways to improve product quality
Which of the following statements about informal groups are true?
Informal groups are formed by members who share a common interest.
Informal groups are based on friendship.
Informal groups are commonly distinguished according to their
specific interests
A negative byproduct of positively reinforcing group role and norm adherence is that groups tend to:
ostracize those who do not conform
In contrast to a group, what are characteristics of a team?
Members
depend on each other.
Members are accountable for their collective performance.
A set of expected behaviors for a particular position in a group is called a[n]
role
Which of the following is an example of a formal group?
hiring committee
The task roles that facilitate a group's work include:
clarifying a common purpose
defining a common purpose
A norm is a[n] ______ shared by two or more people that guides behavior.
attitude, opinion, feeling
Groups on social media are a form of what type of group?
informal
Among the stages of group development in Tuckman's model are:
norming
forming
performing
stage 1: forming
during the ice-breaking stage, group members tend to be uncertain and anxious about the unknowns such as their roles, the people in charge, and the group's goals. mutual trust is low, and there is a good deal of holding back to see who takes charge and how
Tuckman's five stage model of group development
forming, storming, norming, performing, adjourning
stage 2: storming
the storming stage is a stage of testing. individuals test the leader's policies and assumptions as they try to decide how they fit into the power structure. subgroups may form and resist the current direction of a leader or another subgroup
stage 3: norming
groups that make it through stage 2 generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so something can be accomplished. questions about power and authority are best resolved through unemotional, matter-of-fact group discussion, and soft influence tactics. a feeling of team spirit is sometimes experienced during this stage because members believe they have found their proper roles.
the principle by-product of stage 3
group cohesiveness
group cohesiveness
the degree to which members feel part of the collective or "we" of the group
stage 4: performing
characterized by open communication, strong cooperation, and lots of helping behavior
stage 5: adjourning
the group's work is done! time to move on to other things
punctuated equilibrium
form of group development in which groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives; the group then establishes and maintains new norms of functioning, returning to equilibrium
Group influence brings individuals into the social fabric of an organization by:
communicating norms
communicating role expectations
during the _________ stage of group development, members are likely to be uncertain about the group's leaders and goals.
forming
A set of shared expected behaviors for members of a group as a whole is called a group
role
a group's _______ roles enable it to pursue its purpose, while its ________ roles support its interpersonal relationships.
task roles; maintenance roles
Subgroups may form and procrastination occur during the ________ stage of group development.
storming
An attitude, feeling, opinion, or action shared by two or more people that guides behavior is a[n] ______.
norm
The stage in Tuckman's group development process when the group resolves its power struggles in order to accomplish its goals is the ______ stage.
norming
During which stage of group development are people anxious about their roles, the people in charge, and the group's goals?
forming
The degree to which members feel part of the collective group is called group
group cohesiveness
During which of the stages of Tuckman's group development process are people likely to test the leader's policies, form subgroups, and determine how they fit in the group's power structure?
storming
Which of the following are key elements to punctuated equilibrium?
change and time
team competencies include
-contribute to the team's work
-keeps team on track
-expects quality work
-interacts constructively with team members
-possesses relevant skills, knowledge, and abilities
contributes to team's work
completes work accurately and on time
keeps team on track
helps plan and organize work
expects quality work
expects the team to succeed and cares about producing quality work
interacts constructively with team members
listens to teammates and accepts feedback
possesses relevant skills, knowledge, and abilities
is able to make meaningful contributions to the team
The stage of group development that is able to occur after a respected member challenges the group to resolve power struggles to accomplish its goals is the ______ stage.
norming
The tendency for individual effort to decline as group size increases is known as ______.
social loafing
cross-functional teams [CFTs]
teams created with members from different disciplines within an organization, such as finance, operations, and R&D [research and development]
self-managed teams [SMTs]
teams with collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals
virtual teams
teams that work across time, space, and organizational boundaries to achieve common goals
task interdependence
the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks
outcome interdependence
the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions
The "we feeling" that binds group members together is group
group cohesiveness / cohesion
Which of the following statements are true about work teams?
They have a well-defined purpose.
They have a common purpose.
They are usually permanent.
Which of the following statements are true about project teams?
They are assembled to tackle a particular problem, task, or project.
Their members most often divide their time between the team and their primary jobs.
Their members may be from the same
department of an organization.
Punctuated equilibrium is concerned with:
how a group functions in the face of change
What is a team called that is composed of specialists from several different areas such as finance, marketing, production and design?
a cross-functional team
Common teamwork competencies include:
contributing to the team's work
interacting with team members constructively
keeping the team on track
Of the following statements, which accurately describe social loafers?
Social loafers expect the same rewards as other members of the team.
Social loafers produce low-quality work.
Social loafers can distract or disrupt the work of
other team members.
Which of the following statements are true about the characteristics of virtual teams?
Virtual teams may utilize talent more efficiently than in traditional office settings.
Virtual team members work across time, space, and organizational boundaries.
Virtual team members are connected using various technologies.
What type of team has a well-defined purpose, is more or less permanent, and requires the complete commitment of its members?
a work team
What type of team is assembled to tackle a particular project, problem, or task?
a project team
When specialists from different areas are put on the same team, it is a _________ team
cross-functional team
The benefits of using virtual teams includes:
reduced travel expenses
flexibility that is attractive to employees
reduced real estate costs
What type of team has a difficult time building trusting relationships because of a lack of interpersonal and face-to-face interactions?
a virtual team
A team that works together over time and distance using electronic media to combine effort and achieve goals is a[n]
virtual team
Which of the following are types of task interdependence?
sequential
pooled
reciprocal
comprehensive
Which of the following are aspects of trust?
letting your guard down with another person
believing that another person will keep the impact of his or her actions on you in mind
What are practical ways to build trust in interpersonal relationships within an organization?
Be realistic about commitments and deliver quality work on time.
Keep team members informed by providing information on policies and giving accurate
feedback.
Demonstrate good business sense, technical ability, and professionalism.
trust
the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you
The Reina Model is used to restore _______ when it has been compromised
trust
Which of the following are challenges that virtual teams face?
The lack of interpersonal and face-to-face interactions make building trusting relationships difficult.
Relationships are difficult to build and monitor at a distance.
Technology limits nonverbal communication.
The extent to which team members are dependent on each other to accomplish their work is called
task interdependence
Clear goals and responsibilities with an appropriate mix of knowledge, skills, and abilities are specifically associated with ______ teams.
high-performing
team charters
a document detailing members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments
team performance strategies
deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities
team composition
the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members
team adaptive capacity [adaptability]
the ability to make needed changes in response to demands put on the team
collaboration
the act of sharing information and coordinating efforts to achieve a collective outcome
Early in the group development process, a team can improve its chances for success if it:
develops a team charter
contractual trust
People do what they say they will do and make their expectations clear.
communication trust
People share information and tell the truth.
competence trust
People meet their responsibilities and acknowledge others' skills and experience
According to the Reina Model for rebuilding trust, it is important to discuss feelings and emotions constructively before reframing the ____ and taking _______ for what happened
experience or experiences; responsibility
Which of the following are characteristics of high-performing teams?
They have trust and communication.
They have clear goals and responsibilities.
They have an appropriate mix of knowledge, skills, and abilities.
Plans that outline exactly what the team is to do such as goal setting and defining member roles are team
team performance strategies
Developing a team charter early in the development process will help the team succeed because it describes:
how the team will share information
the decision making process
how the team will operate
Which of the following are aspects of team composition?
skills and abilities of members
knowledge and experience of members
Which of the following statements is true about team adaptive capacity?
It is a critical element of effective, high-performing teams.
It is the ability to make needed changes in response to demands put on the team.
Team performance strategies include:
the tasks and responsibilities of the members
plans that outline exactly what the team is to do
setting goals for the
team
Which of the following is a goal of collaboration?
ensuring a collective outcome is completed
team ______ describes the collection of jobs, personalities, skills, experience, and knowledge of team members.
team composition
Supporting creativity is important to team collaboration efforts for which of the following reasons?
Team members will have a "can do" attitude.
What are practical ways to be an effective member of groups and teams?
Develop teamwork competencies to increase your value to the organization.
Communicate, be predictable, and treat others with respect to boost your trustworthiness.
Learn which of the group functions
are important to you.
In order to make groups and teams successful, what should managers do?
They should use team charters to accomplish goals.
They should identify task and maintenance roles.
They should build and maintain trust with and among members.
The ability of a team to adapt to changes such as changing demands or the transition of members in or out of the group is:
team adaptive capacity
Collaboration includes which of the following aspects?
task coordination
information sharing
Which of the following will help teams collaborate better?
recognizing the strongest skill for each team member
using scheduling project management
software
In order to make meaningful contributions to groups or teams, what should you do?
Apply your knowledge to combat social loafing
Learn which individual functions of groups are most important to you
Develop your teamwork competencies
What should managers do to help them build and lead more effective teams?
They
should identify important task and maintenance roles.
They should evaluate employees using the three Cs of team players [commitment, collaboration, and competency].
They should use the group development process to reduce frustrations when working in teams.
types of groups
formal and informal
three main types of teams
virtual, self-managed, and cross-functional teams
Characteristics of the rational decision-making model include the assumption that managers:
possess all information needed to make the best decision
are objective
Criteria that should be used in evaluating alternatives are:
whether it will solve the problem
whether it is
ethical
what it will cost
The first two steps in the rational decision making model are:
generating alternative solutions
determining the issue at hand
If a chosen solution fails to solve the problem, managers can return to the ______ stage of the model
problem identification
an ________ Blank 1 opportunity , Correct Unavailable is a situation in which it is possible to do something that eclipses expectations.
opportunity
What models of decision making explain how managers really come to decisions?
nonrational
The idea that decision makers are limited by various constraints during the decision-making process is the nonrational model known as
bounded rationality
Costs and quality are criteria that are crucial in evaluating
evaluating alternatives
Deciding to choose a solution that meets enough minimum qualifications is:
satisficing
When you rely on intuition, which of the following are lacking?
the conscious awareness of the evoking cues
the evaluation of the effectiveness of the evoking cues
If the chosen solution fails to solve the problem, what should managers do?
try an alternative solution
True or false: An assumption of the nonrational decision making models is that managers possess all of the information needed to make optimal decisions.
false! this is true of the rational decision making model
Bounded rationality is the idea that decision makers:
face various restrictions when making decisions
A holistic hunch can be described as:
a
judgment based on subconscious synthesis of memories
a decision that just feels right
Deciding to select a solution that meets some minimum, adequate qualifications is
satisficing
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