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Chapter 10. Understanding Groups and Managing Work Teams (team member…
Chapter 10.
Understanding Groups and Managing Work Teams
the stages of group development
norming stage
performing stage
storming stage
adjourning stage
forming stage
examples of formal work groups
task groups
cross-functional teams
command groups
self-managed teams
five major concepts of group behavior
status systems
group size
norms & conformity
group conhesiveness
roles
different types of work teams
self-managed work team
cross-functional team
problem-solving teams
virtual team
team effectiveness
composition
abilities of members
personality
allocating roles
diversity
size of teams
member flexibility
member preferences
work design
skill variety
task identity
autonomy
task significance
context
performance evaluation and reward systems
climate of trust
leadership and structure
adequate resources
process
team efficacy
conflict levels
specific goals
social loafing
common purpose
groups versus teams
work teams
synergy :
positive
accountability :
individual and mutual
goal :
collective performance
skills :
complementary
work groups
goal :
share information
synergy :
neutral (sometimes negative)
accountability :
individual
skills :
random and varied
team member roles
concluder-producer
provides direction and follow-through
controller-inspector
examines details and enforces rules
thruster-organizer
provides structure
upholder-maintainer
fights external battles
assessor-developer
offers insightful analysis of options
reporter-adviser
encourages the search for more information
explorer-promoter
champions ideas after they have been initiated
linker
coordinates and integrates
creator-innovator
initiates creative ideas
global teams
drawbacks
stereotyping
communication problems
mistrusting team members
stress and tension
disliking team members
benefits
greater diversity of ideas
limited groupthink
Increased attention on understanding others' ideas, perspectives, etc.