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31 Cards in this Set
- Front
- Back
team
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unit of two or more people who interact and coordinate their work to accomplish a specific goal
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Formal Teams
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created as part of the formal organization structure
-Vertical Team= is composed of a manager and subordinates in the formal chain of command -Horizontal Team= is composed of employees from the same hierachical level but from different areas of expertise. -Special-Purpose Team= created to undertake a project |
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committee
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a long-lasting somtimes permanent team in the organization structure created to dea with tasks that recur regularly
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problem-solving teams
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typically 5-12 hourly employees fromt he same department who meet to discuss ways of improving quality, efficiency, and the work environment
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self-directed team
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designed to increase the participation of lower-level workers in decision making and the conduct of their jobs, with the goal of improving performance.
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virtual team
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consists of geographically or organizationally dispersed members linked via technology
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global teams
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cross-border teams made up of members from different nationalities
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free rider
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benefits from team membership but does not contribute
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task specialist role
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spend time and energy helping the team reach its goal
-initate ideas -give opinion -seek information -summarize -energize |
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socio-emotional role
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support team members' emotional needs
-encourage -harmonize -reduce tension -follow -compromise |
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dual roles
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a role in which the individual both contributes to the team's task and supports members' emotional needs
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nonparticular role
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a role in which the individual contributes little to either the task or the members' socioemotional needs
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5 stage of Team development
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Forming - orientation and acquantance
Storming- individual personalities and roles, and resulting conflicts emerge Norming- conflicts developed during storming stage are resolved and team harmony and unity emerge Performing- members focus on problem solving and accomplishing the team's assigned task Adjourning- members prepare for the team's disbandment |
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team cohesiveness
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extent to which team members are attracted to the team and motivated to remain in it.
Team Structure -Team interaction (more time together, more cohesive) -Shared goals (members agree on goals they will be cohesive) -Personal attraction to the team (similar attitudes and values enjoy being together) Team Context -Moderate competition with other teams (cohesiveness increases while striving to win) -Team success & favorable evaluation of team by outsiders |
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team norms
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a standard of conduct that is shared by team members and guides their behavior
-Critical events in teams history -Primacy: first behavior precedents -Explicit statements from leaders of members -Carryover from other experiences |
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consequences of team cohesiveness
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Morale
Productivity |
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conflict
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antagonistic interaction in which one party attempts to blick the intentions or goals of another.
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groupthink
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tendency for people to be so committed to a cohesive team they they are reluctant to express contrary opinions
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causes of conflict
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scarce resources
communication breakdown personality clashes goal differences |
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Abilene Paradox
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(Jim Harvey) tendency to go along with others for the sake of avoiding conflict
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Styles to handle conflict
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Competing style (assertive, uncooperative)
Collaborating (assertive, cooperative) Avoiding (unassertive, uncooperative) Accomodating (unassertive, cooperative) Compromising (somewhat assertive, somewhat cooperative) |
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superordinate goal
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a goal that cannot be reached by a single party
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mediation
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the process of using a third party to settle a dispute
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integrative negotiation
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a collaborative approach to negotiation that is based on win-win assumption, whereby the parties want to come up with a creative solution that benefits both sides of the conflict
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distributive negotiation
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a competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other.
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Rules for reaching win-win solution
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-seperate the people from the problem
-focus on interests, not demands -generate many alternaties for mutual gain -insist that results be based on objective standards |
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negotiation
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a conflict management strategy whereby people engage in give-and-take discussions and consider various alternatives to reach a joint decision that is acceptable by both parties
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bargaining zone
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the range between one party's minimum reservation point and the other partiy's maximum reservation point
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BATNA
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Best alternative to a negotiated agreement
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social faciitation
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the tendency for the presence of others to influence an individual's motivation and performance
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SPITS
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select a problem and implement a tailored solution
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