Management chapter 13

• A collection of people performing as individuals
• -two or more freely interacting individuals who share norms, goals, and have a common identity

• A collection of people with common commitment
• -Small group of people with complementary skills who are committed to a common purposed, performance and approach for which they hold themselves mutually accountable

• Created to accomplish specific goals
• -a group assigned by organizations or its managers to accomplish specific goals

• Created for friendship
• A group formed by people whose overriding purpose is getting together for friendship or common interest

volunteers of workers and supervisors who meet intermittently to discuss workplace and quality-related problems; formally called quality circles

Members composed of people from different departments, such as sales and production pursuing a common objective

Knowledgeable workers who meet as a temporary team to solve specific problem and then disband

workers are trained to do all or most of the jobs in work unit, have no direct supervisor , and do their own day-to-day supervision

Members consist of CEO, president, and top department heads and work to help the organization achieve its mission and goals

Members interact by computer net work to collaborate on projects

members engage in collective work requiring coordinated effort; purpose of team is advice, production, project, or action

• Forming - getting oriented & acquainted
• Storming - individual personalities & roles emerge
• Norming - conflicts resolved, relationship developing, unity emerges
• Performing - solving problems & completing the assigned task
• Adjourning - preparing for disbandment

• Pros: Better interaction and moral
• Cons: fewer resources, less innovation, unfair work distribution

• Pros: More resources, division of labor
• Cons: Less interaction and moral and social loafing

behavior that concentrates of getting the team's task done

Behavior that fosters constructive relationships among team members

a cohesive group's blind unwillingness to consider alternatives

• bad for organizations
• Conflict that hinders the organization's performance or threatens its interests

• Good for organizations
• Benefits the main purpose of the organization and serves it interests

• Inconsistent goals or reward systems - when people pursue different objectives
• ambiguous jurisdictions - when boundaries are unclear
• Status differences - when there are inconsistencies in power and influence

• role-playing criticism to test whether a proposal is workable
• -the process of assigning someone to play the role of critic