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Lecture 7

Management and Organizational Studies 2181A/B Lecture Notes - Lecture 7: Brainstorming, Social Loafing, Extraversion And Introversion

Management and Organizational Studies
Course Code
MOS 2181A/B
Sarah Ross

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William Xu MOS 2181A 14-11-2018
Lecture 7 Notes
Team Two or more people interacting interdependently to achieve a common goal.
Interacting Who is/isn’t in the group, can be face to face or verbal.
Interdependently Reliance on other group members to accomplish goals.
Team Types
Work Teams Relatively permanent teams which work together to provide goods or services.
Management Teams Relatively permanent teams that participate in managerial level tasks
which affect the entire organisation.
Parallel Teams Part-time teams composed of members from various jobs within the
organisation that meet to provide recommendations about important issues. Main work team
produces product, while a parallel team would focus on improving quality.
Project Teams Teams formed to take on one-time tasks (non-recurring), most of which tend to
be complex and require input from members of different functional areas.
Action Teams Teams of limited duration that preform complex tasks in contexts that tend to
be highly visible and challenging.
Team Development
Forming Getting to know one another.
Storming Dealing with conflict and criticism.
Norming Resolve issues, begin to cooperate, norms develop. A more productive stage begins.
Performing Members are comfortable in their roles; the team makes progress towards its
Adjusting Separate and disperse from the team, often occurs with project teams.
Punctuated Equilibrium Model
Two different phases separated by a midpoint.
Forming in the first stage, performing at a steady state without much happening in the first half.
At the midpoint we get a wakeup call because half of our time has passed, there might be a
leadership change, or a large argument.
The second stage becomes much more productive. Not all groups go through a successful
midpoint change and perform poorly at the end.

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William Xu MOS 2181A 14-11-2018
Lecture 7 Notes
Team Interdependence
Task Interdependence Being linked to other individuals to share information, materials, and
resources needed to accomplish work for the team. More coordination results in a better ability
to adapt to changes.
o Pooled Working independently and putting your product into a pile. Lowest amount of
coordination required.
o Sequential Where one member has some sort of output that gets passed along a
chain. An assembly line would be and example of this.
o Reciprocal Members have different responsibilities, but the tasks don’t follow a
specific order.
o Comprehensive Where there is a lot of information exchange between various
members of the group. Health care teams are an example of this.
Goal Interdependence - Degree to which team members have a shared goal and align their
individual goals with that vision. Having a formalised mission statement can enhance this.
Outcome Interdependence Degree to which team members share equally in the feedback and
rewards that result from the team achieving its goals.
Team Composition The mix of members and characteristics that form a team. Table 11-2 on the exam.
Role A pattern of behaviour a person is generally is expected to display in each context.
Team Task Roles Behaviours that directly facilitate accomplishment of a team’s tasks.
Team Building Roles Contribute to the social climate of the group.
Individualistic Roles Behaviours that benefit the individual at the expense of the team.
Member Ability
Additive Group performance is defined by all members being capable, fire fighting.
Disjunctive Group performance of the best member, finding a bug in a computer program.
Conjunctive Group performance is limited by the poorest performer, an assembly line.
Member Personality
Agreeableness Agreeable members promote harmony and cooperation, but too many
agreeable members can cause the group to agree to stuff that they shouldn’t.
Consciousness Conscientious members are dependable and work hard, everyone should be
Extroversion Extroverts tend to perform more effectively in interpersonal contexts, but too
many extroverts can cause power struggles.
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