Karteikarten
MHR Chapter 8
Karten in diesem Stapel (39)
- 1TeamsGroups of 2 or more who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization (p. 212)
- 2Process LossesResources (incl. time, energy) expended toward team development and maintenance rather than the task (p. 215)
- 3Brook's LawPrinciple that adding more people to a late software project only makes it later; aka the mythical man-month (p. 215)
- 4Advantages of Teams- Make better decisions, products/services, create a more engaged workforce
- More motivation in teams - 5Social LoafingProblem that occurs when people exert less effort (& usually perform at a lower level) when working in teams than alone (p. 216)
- 6Task InterdependenceExtent to which team members must share materials, information, or expertise in order to perform their jobs (p. 218)
- 7Pooled InterdependenceEmployees/work unit share common resources such as machinery, admin support, or budget (p. 218)
- 8Sequential InterdependenceOutput of one person becomes the direct input for another person or unit (assembly line) (p. 218)
- 9Team SizeTeams should be large enough to maintain efficient coordination & meaningful involvement of each member (p. 219)
- 10CooperatingEffective team members are willing/able to work together rather than alone (p. 219)
- 11CoordinatingEffective team members actively manage the team's work so it is performed efficiently and harmoniously (p. 219)
- 12CommunicatingEffective team members transmit info freely, efficiently, and respectfully (p. 220)
- 13ComfortingEffective team members help co-workers to maintain a positive and healthy psychological state (p. 220)
- 14Conflict ResolvingEffective team members have skills/motivation to resolve dysfunctional disagreements (p. 220)
- 15Five C's of Team Member CompetencyCooperating, Coordinating, Communicating, Comforting, Conflict Resolving
- 16Stages of Team DevelopmentForming, Storming, Norming, Performing, Adjourning
- 17Forming StageDiscover expectations, evaluate value of membership, defer to existing authority, & test boundaries of behaviour (p. 222)
- 18Storming StageInterpersonal conflict, compete for team roles, influence goals/means, establish norms (p. 222)
- 19Norming StageEstablish roles, agree on team objectives, form team mental models, develop cohesion (p. 222)
- 20Performing StageTask oriented; committed, efficient coordination, high cooperation and trust, conflicts resolved quickly (p. 222)
- 21RoleA set of behaviours that people are expected to perform because of the positions they hold in a team and organization (p. 223)
- 22Team BuildingA process that consists of formal activities intended to improve the development and functioning of a work team (p. 223)
- 23Team NormsInformal rules and shared expectations that groups establish to regulate the behaviour of their members (p. 224)
- 24Team CohesionDegree of attraction people feel toward the team and their motivation to remain members (p. 225)
- 25Influences on Team CohesionSimilarity, team size, interaction, difficult entry, team success, external competition/challenges (p. 226)
- 26TrustThe positive expectations one person has toward another person or group in situations involving risk (p. 227)
- 27Calculus-Based TrustLogical calculation that other team members will act appropriately b/c they face sanctions if their actions violate reasonable expectations (p. 228)
- 28Knowledge-Based TrustBased on predictability of another team member's behaviour; confidence in their ability or competence (p. 228)
- 29Identification-Based TrustBased on mutual understanding & an emotional bond among team members (p. 228)
- 30Self-Directed Teams (SDT'S)Cross-functional work groups that are organized around work processes, that complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of tasks (p. 229)
- 31Virtual TeamsTeams whose members operate across space, time, and organizational boundaries, and are linked through information technologies to achieve organizational tasks (p. 230)
- 32Production BlockingTime constraint in team decision-making due to the procedural requirement that only one person may speak at a time (p. 232)
- 33Evaluation ApprehensionDecision-making problem that occurs when individuals are reluctant to mention ideas that seem silly because they believe that other team members are silently evaluating them (p. 232)
- 34Pressure to ConformKeeps the group organized around common goals, but may cause team members to suppress dissenting opinions (p. 232)
- 35GroupthinkTendency of highly cohesive groups to value consensus at the price of decision quality (p. 232)
- 36Constructive ConflictPeople focus their discussion on the issue while maintaining respect for people having other points of view (p. 233)
- 37BrainstormingFreewheeling, face-to-face meeting where team members aren't allowed to criticize, but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others (p. 233)
- 38Electronic BrainstormingRelies on networked computers for submitting and sharing creative ideas (p. 234)
- 39Nominal Group TechniqueVariation of brainstorming w/3 stages: 1. participants silently & independently document their ideas 2. Collectively describe these ideas to the other team members without critique 3. Silently, independently evaluate the ideas presented (p. 234)
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- Karteikarten am MHR Chapter 8, erstellt von jennineseaman am 17/02/2014.
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