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Group and teams - Coggle Diagram

- - - - Define: Perceived incompatible differences that result in interference or opposition
        
        Traditional view of conflict: the view that all conflict is bad and must be avoided
        
        Interactionist view of conflicts: the view that conflict is necessary for group to perform effectively
        
        Dysfunctional conflicts: conflicts that prevent a group from achieving its goals.
        
        Functional conflicts: conflicts that support the group's goals and improve its performance.
        
        Human relations view of conflict: the conflict is a natural and inevitable outcome in any group.
      - Types of conflict
        
        Relationship conflict: conflict based on interpersonal relationships
        
        Process conflict: conflict over how work gets done
        
        Task conflict: the conflicts over content and goals of the work
  - - - Define Work Teams
        
        groups whose numbers work intensively on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
        
        Types of work teams
        
        Self-managed work team: that is a type of work team operates without manager and it responsible for completing work process and segment
        
        Cross-functional team: work team composed of individuals from various functional specialities
        
        Virtual team: is a types of work team that uses technology to link physically dispersed members in order to achieve common goal
        
        Problem solving team: a team from the same department or functional area that's involved in effort to improve work activities and solve specific problems
      - Define the group
      - Work teams
        
        Leadership role is shared
        
        Accountable to self and team
        
        Team creates specific purpose
        
        Work is done collectively
        
        Meeting characterized by open-end discussion and collaborative problem-solving
        
        Performance is measured directly by evaluating collective work output.
        
        Work is decided upon and done together
        
        Can be quickly assembled, deployed, refocused and disbanded
      - Work groups:
        
        One leader clearly in charge
        
        Accountable only to self
        
        Purpose is the same as broader organizational purpose
        
        Work is done individually
        
        Meetings characterized by efficiency; there are no open-ended discussion and collaboration
        
        Performance is measured indirectly according to its influence on others.
        
        Work decided upon by group leader and delegated to individual group memebers
- - - - Group member resources:
        
        Unique cultural characteristics of team members
        
        Avoiding stereotyping
      - Group structure