New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

Ch 14

by: Ashlie Meckley
Ashlie Meckley

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

Management Process Theory
Seyedeh Vaziri
Class Notes
25 ?




Popular in Management Process Theory

Popular in Department

This 3 page Class Notes was uploaded by Ashlie Meckley on Friday December 11, 2015. The Class Notes belongs to Mana 3319 at University of Texas at Arlington taught by Seyedeh Vaziri in Fall 2015. Since its upload, it has received 9 views.


Reviews for Ch 14


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 12/11/15
Chapter 14 – Teamwork Definitions:  traditional work groups - Groups that have no managerial responsibilities  autonomous work groups - Groups that control decisions about and execution of a complete range of tasks.  self-managed teams - are trained to do all or most of the jobs in a unit and make decisions previously made by frontline supervisors.  self-designing teams - Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform.  Roles o Different sets of expectations for how different individuals should behave.  Task specialist role o Role requiring stronger job-related skills and abilities  Team maintenance specialist role o Role that develops and maintains team harmony  Cohesiveness - degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another.  gatekeeper - A team member who keeps abreast of current developments and provides the team with relevant information. Differences between types of teams  Work teams o Teams that make or do things like manufacture, assemble, sell, or provide service.  Management teams o Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.  Project and development teams o Teams that work on long term projects but disband once the work is completed.  Parallel teams o Teams that operate separately from the regular work structure, and exist temporarily.  Transnational teams o Work groups composed of multinational members whose activities span multiple countries.  Virtual teams o Teams that are physically dispersed and communicate electronically more than face-to-face. Tuckman’s 5-stage model Punctuated equilibrium model  Groups do not progress linearly from one step to the next  Alternate between periods of inertia and bursts of energy Teaming challenges  Emphasizing the team’s purpose o Why do we exist, what’s at stake, and what are our shared values  Building psychological safety o Allow people to freely speak up, disagree, offer ideas, raise issues, and ask questions without criticism  Embracing failure o Understand that mistakes are inevitable, errors should be acknowledged, and examples for learning  Putting conflict to work o Attempting fully to understand and capitalize on others’ diverse perspectives Social loafing  The failure of a group member to contribute personal time, effort, thoughts, or other resources to the group  Working less hard and being less productive when in a group.  Make individual contributions identifiable  Make individuals feel that they are making valuable contributions to a group  Keep the group as small as possible Team strategies  Informing o A team strategy that entails making decisions with the team and then informing outsiders of its intentions.  Parading o A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.  Probing o A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions. 5 conflict handling styles 1. Avoidance • A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement. 2. Accommodation • A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests. 3. Compromise • A style of dealing with conflict involving moderate attention to both parties’ concerns. 4. Competing • A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals. 5. Collaboration • A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction. • Superordinate goals ◦ Higher-level goals taking priority over specific individual or group goals.


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Allison Fischer University of Alabama

"I signed up to be an Elite Notetaker with 2 of my sorority sisters this semester. We just posted our notes weekly and were each making over $600 per month. I LOVE StudySoup!"

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."


"Their 'Elite Notetakers' are making over $1,200/month in sales by creating high quality content that helps their classmates in a time of need."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.