Management 300 Week 13 Notes
Management 300 Week 13 Notes Management 300
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This 4 page Class Notes was uploaded by Danielle Grek on Monday April 13, 2015. The Class Notes belongs to Management 300 at Arizona State University taught by in Spring2015. Since its upload, it has received 66 views.
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Date Created: 04/13/15
Management 300 Week 13 Notes Group two or more freely interacting individuals who share collective norms share collective goals and have a common identity Team a small group of people with complementary skills who are committed to a common purpose performance goals and approach for which they hold themselves mutually accountable Forma group created to do productive work a group established to do something productive for the organization and is headed by a leader lnforma group created for friendship a group formed by people seeking friendship and has no of cially appointed leader although a leader may emerge from the membership Work teams for 4 purposes 1 Advice teams created to broaden the information base for managerial decisions 2 Production teams responsible for performing daytoday operations 3 Project teams work to do creative problem solving often by applying the specialized knowledge of members of a crossfunctional team which is staffed with specialists pursuing a common objective 4 Action teams work to accomplish tasks that require people with specialized training and a high degree of coordination Continuous improvement teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and qualityrelated problems Potential bene ts skills training and a chance for meaningful participation Selfmanaged teams groups of workers who are given administrative oversight for their task domains Stages of group and team development 1 Forming the process of getting oriented and getting acquainted 2 Storming characterized by the emergence of individual personalities and roles and con icts within the group 3 Norming con icts are resolved close relationships develop and unity and harmony emerge Group cohesiveness a quotwe feelingquot binding the group members together 4 Performing members concentrate on solving problems and completing the assigned task 5 Adjourning members prepare for disbandment Most important parts of building a group into a team 1 Cooperation when the group39s efforts are systematically integrated to achieve a collective objective 2 Trust reciprocal faith in others39 intentions and behaviors Build trust by showing predictability respect and offering support 3 Cohesiveness the tendency of a group or team to stick together 4 Performance goals and feedback 5 Motivation through mutual accountability 6 Size small teams or large teams Division of labor work is divided into particular tasks that are assigned to particular workers Social loa ng the tendency of people to exert less effort when working in groups than when working alone 7 Roles socially determined expectations of how individuals should behave in a speci c position Task role consists of behavior that concentrates on getting the team39s tasks done Maintenance role consists of behavior that fosters constructive relationships among team members 8 Norms general guidelines or rules of behavior that most group or team members follow 9 Groupthink a cohesive group39s blind unwillingness to consider alternatives Con ict a process in which one party perceives that its interests are being opposed or negatively affected by another party Dysfunctional con ict con ict that hinders the organization39s performance or threatens its interests Functiona con ict constructive bene ts the main purposes of the organization and serves its interests 3 kinds of con ict triggers 1 Personality con ict interpersonal opposition based on personal dislike disagreement or differing styles 2 lntergroup con icts clashes between work groups teams and departments 3 Multicultural con icts clashes between cultures How to stimulate constructive con ict 1 Spur competition among employees 2 Change the organization39s culture and procedures 3 Bring in outsiders for new perspectives 4 Use programmed con ict which is designed to elicit different opinions without inciting people39s personal feelings Two methods Devil39s advocacy the process of assigning someone to play the role of critic Dialectic method the process of having two people or groups play opposing roles in a debate in order to better understand a proposal The following bene ts could potentially result from the use of selfmanaged teams increased productivity and a positive impact on selfresponsibility Disadvantages of smaller teams possibly less innovation fewer resources and unfair work distribution The optimal number of team members is 56 Managers can prevent groupthink by encouraging each member of the team or group to provide criticism and allowing individuals and outside experts to present other perspectives Four reasons norms tend to be enforced by team members to help the group survive to emphasize important values to clarify role expectations and to avoid embarassing situations Five primary styles for dealing with con ict compromising forcing accommodating collaborating and avoiding Correct statements concerning research evidence about cooperation as a consideration to building an effective team metaanalytic evidence supports the notion that cooperation is superior to individual effort in promoting achievement and productivity and there is metaanalytic evidence to support the notion that cooperation is superior to competition in promoting achievement and productivity Ways to build crosscultural relationships be sensitive to the needs of others advocate for participative leadership and develop and mentor others Conditions that support teamwork work is considered meaningful and workers not feeling they are being exploited by others A potential implication of a team suffering from groupthink is less alternative ideas being brought to the table by members and a limitation of individuals bringing in new information Symptoms of a team suffering from groupthink lack of ethical consideration pressure to conform and an illusion of unanimity