Textbook Notes (280,000)
CA (170,000)
York (10,000)
ADMS (1,000)
ADMS 2400 (100)
Chapter 6 and 12

ADMS 2400 Chapter Notes - Chapter 6 and 12: Team 10, Role Conflict, Social Loafing

Administrative Studies
Course Code
ADMS 2400
Sabrina Deutsch Salamon
6 and 12

This preview shows pages 1-2. to view the full 6 pages of the document.
Groups and Teamwork
Group: two or more people with a common relationship
Team: small number of people with complementary skills who are committed to a common
purpose, performance goals and approach for which they hold themselves mutually accountable.
Group can become teams when they meet conditions:
Share leadership
Share accountability for the work of the team
Develop own purpose or mission
Team works on problem solving continuously
Team’s measure of effectiveness is the team’s outcomes and goals.
Not all groups are teams, all teams can be considered groups
Teams are more flexible and responsive to changing events
Greater task identity as team members working on tasks together.
Problem-Solving Teams (process-improvement)
5-12 employees from the same department
Discuss ways of improving quality, efficiency and the work environment.
Planning teams, task forces or committes that are organized to get tasks done
Rarely given authority to unilaterally implement any of their suggested actions
Only makes recommendations of what to do
Self-Managed Teams (self-directed) team
10 to 15 employees that perform highly related or interdependent jobs and take on many
of the responsibilities of their managers.
They plan, schedule, make operation decisions, action on problems
find more resources at oneclass.com
find more resources at oneclass.com

Only pages 1-2 are available for preview. Some parts have been intentionally blurred.

Cross-Functional Teams (project team)
Employees from the same hierarchical level but different work areas, work together to
accomplish a task.
This allows people from diverse area to exchange information, develop new ideas, solve
problems and coordinate complex projects.
Negative: time-consuming as diverse area are put together to learn how to work together.
Takes time to build trust and teamwork.
Virtual Teams
Use computer technology to tie together physically dispersed members in order to
achieve a common goal
Less social rapport and less direct interaction = feeling isolated.
To reduce this, frequent communication is needed.
For Virtual Teams to be effective
o Trust
o Team progress monitored
o Efforts and products of the virtual team are publicized throughout the
organization (so the team does not become invisible)
Multiteam Systems
Collections of two or more interdependent teams that share a superordinate goal.
“team of teams”
Role: set of expected behaviour patterns of a person in a given position in a social unit. We play
diverse roles, both on and off our jobs. Must grasp the role that a person is currently playing.
Role conflict: arises when an individual finds that complying with one role requirement may
make it more difficult to comply with another.
Role Ambiguity: person is unclear about the expectations of his or her role
Role overload = far exceeds what she or he is able to do
Role underload = too little expected, feels like they are not contributing to the
Norms: Acceptable standards of behaviour within a group that are shared by the group’s
members. Norms cover:
Performance (how hard to work, level of output, quality)
Appearance (dress codes, when to look busy)
Social arrangement (with whom to eat lunch, should you form friendships on and
off the job)
Allocation of resources (pay, assignments)
find more resources at oneclass.com
find more resources at oneclass.com
You're Reading a Preview

Unlock to view full version