Class Notes (838,704)
Canada (511,053)
BUS 272 (79)
Ron Velin (2)
Lecture

BUS 272 Chapter 6.docx

7 Pages
130 Views
Unlock Document

Department
Business Administration
Course
BUS 272
Professor
Ron Velin
Semester
Spring

Description
Chapter 6 – Groups and Teamwork Teams vs. Groups Groups: 2+ people with common relationship Teams: small number of people who work closely together toward a common objective and are held mutually accountable Four Types of Teams 1. Problem-Solving Teams - Groups of 5-12 employees from the same department - meet weekly for a few hours to discuss ways of improving quality, efficiency, and the work environment -rarely given authority to implement ideas 2. Self-Managed Teams - Groups of 10-15 people - take on responsibilities of their former managers; given authority to implement ideas 3. Cross-Functional Teams - Employees from the same hierarchical level, but from different work areas, who come together to accomplish a task (e.g. finance, accounting and marketing) Types of cross functional teams are: Task Force: temporary cross functional team Committee: group composed of members from different departments (more long term in nature) Skunkworks: cross functional teams that develop spontaneously to create new products or work on complex problems 4. Virtual Teams - Use computer technology to tie together physically dispersed members in order to achieve a common goal/ only team that isn’t face to face; less satisfaction w/in group interaction process Roles Role: a set of expected behaviours of a person in a given position in a social unit Role Expectations: how others believe a person should act in a given situation Role Conflict: a situation in which an individual is confronted by divergent (different) role expectations; where complying with one role makes it difficult to comply with another Role Ambiguity: a person unclear about his or her role Role Overload: too much is expected of someone Role Underload: too little is expected of someone; that person feels that they are not contributing Norms Norms: acceptable standards of behaviour within a group that are shared by the group’s members Norms have to do with issues such as: Performance: work ethic, work quality, levels of tardiness Appearance: dress codes, when to look busy, when to “goof off,” how to show loyalty SocialArrangement: how team members interact Allocation of resources: pay, assignments, tools and equipment How Norms Develop -explicit statements made by a group member -critical events in the groups history -primacy: initial patterns of behaviour -carry-over behaviour Why Norms are enforced -facilitate group survival -make behaviour predictable -minimize embarrassment -express central values -clarify the group’s identity Conformity Conformity: adjusting one’s behaviour to align with the norms of the group Reference Groups: these are important groups to which individuals belong or hope to belong; want to conform to, to avoid being visibly different Two Models of Group Development 1. The Five Stage Model Describes the standardized sequence of stages groups pass through Stage 1: Forming -characterized by uncertainty and anxiety about the team’s purpose, structure and leadership. Complete when members think of themselves as part of a team Stage 2: Storming -characterized by intra-group conflict. E.g. individual differences and power struggles. Complete when hierarchy of leadership is clear Stage 3: Norming -characterized by close relationships and cohesiveness; strong sense of team identity. Complete when structure solidifies and expectations of behaviour are established Stage 4: Performing -when the group is fully functional. Complete when significant task progress is being made. Last state for “permanent” work groups and teams Stage 5: Adjourning -the final stage in group development for “temporary” groups, where attention is directed toward wrapping up activities rather than task performance Putting the Five-Stage Model in Perspective: -groups do not necessarily progress clearly through the stages one at a time -groups can sometimes go back to an earlier stage -conflict can sometimes be helpful to the group, as long as its directed toward the task & not the group -context can matter: e.g. airline pilots can immedia
More Less

Related notes for BUS 272

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit