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Final

Management and Organizational Studies 2181A/B Study Guide - Final Guide: Conflict Resolution, Social Loafing, Team Building


Department
Management and Organizational Studies
Course Code
MOS 2181A/B
Professor
Sarah Ross
Study Guide
Final

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MOS 2181 Final Exam Part 2
Team Characteristics and Processes
Introduction
- Team: Two or more people who work independently over some time period to
accomplish common goals related to some task-oriented purpose
o Must be working together
o Must be dependent on one another
- The use of teams has increase as work becomes more complex
- The interactions among members revolve around a deeper dependence on one another
than the interactions within groups
- The interactions within teams occur with a specific task-related purpose in mind
- RESEARCH: Almost ½ of organizations will use forms of teamwork to accomplish
activities
- RESEARCH: problem-solving teams could boost productivity and increase efficiency of
product lines and control processes
Five General Types of Teams
1. Work Teams
2. Management Teams
3. Parallel Teams
4. Project Teams
5. Action Teams
Work Teams
- Work Teams: Relatively permanent teams in which members work together to product
goods and/or provide services
- Teas ispet eah othes ok, ad stop the lie if poles ae deteted so that the
can resolve it
- Working day-to-day, closely with one another
- Long life span
- High member involvement
Management Teams
- Management Teams: Relatively permanent teams that participates in managerial-level
tasks that affect the entire organization
- Participate in managerial-level tasks that affect the entire organization
- Responsible for coordinating the activities of organizational subunits
- Long life span
- Moderate member involvement
o Day-to-Day they may not see each other for that long
o Their individual responsibilities of their departments sometimes take precedence
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Parallel Teams
- Parallel Teams: Teams composed of members from various jobs within the organization
that meet to provide recommendations about important issues
- Example: Committees formed to deal with unique issues that only arise periodically
- They provide recommendations
- ‘us i paallel to the ogaizatios ai futios
o Things that are important to the organization but not central to the main
functions
- Varying life span
- Low member involvement
Project Teams
- Project Teams: Teams formed to take on one-time tasks, most of which tend to be
complex and require input from members from different functional areas
- Exist for only as long as it takes to finish their project
- Very common for students, and in software development
- Usually, there is some type of outcome that shows they are done
o Example: Report, presentation, etc.
- Varying life span
o One task or one project
- Varying member involvement
Action Teams
- Action Teams: Teams of limited duration that performs complex tasks in contexts that
tend to be highly visible and challenging
- Examples: surgical teams, aircraft flight crews, etc.
- The task ust e isile i soe a ut doest hae to e phsial
- Varying life span
o The activity they are engaging in
- Varying member involvement
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Variations of Teams Types
- RESEARCH: people like working when autonomy and self-aageet is high, ut thats
not always the most effective strategy
o High levels of self-management are good for teams where members have high
levels of team-relevant knowledge from outside experts
- Teams can vary based on how they communicate with each other:
o Virtual Teams: Team in which the members are geographically dispersed, and
interdependent activity occurs through e-mail, web conferencing, and instant
messaging
800% increase in number of virtual employees over the last decade
Common in high-tech industries to create continuous progress
Five-Stage Model of Team Development
1. Forming
o Members orient themselves by trying to understand their boundaries in the
team t to deteie the tasks pupose
o T to get a feel fo hat is epeted of the, hos i hage, hat the
behaviours are
o People tend to act very polite
2. Storming
o Members remain committed to the ideas they brought to the organization
o Coflit etee ou ideas ad othes eates oflit that has the teas
process and interpersonal relationships
3. Norming
o Members realize that they need to work together to accomplish team goals
o Sort out and overcome the conflict by creating norms and rules (cohesiveness)
o Members begin to cooperate with each other
o Feelings of solidarity develop
4. Performing
o Members are comfortable working within their roles
o The team is accomplishing their tasks and making progress towards goals
5. Adjourning
o Members experience anxiety and other emotions as they separate from the
team
o This step does not occur in every team!
- Explains socialization in a group norms, etc.)
- Explains teams that have an ending period
- Bad for explaining teams with standard operating procedures (just jump to performing)
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