OrgMan Ch15

  1. Socail Loafing
    ≈The tendency of individuals to put forth less effort in a group than individually.

    • ≈Results in possibly lower group performance and failure to
    • attain group
    • goals
  2. Forming
    Group members get to know each other and reach common understanding.
  3. Norming
    Close ties and consensus begin to develop between group members.
  4. Stages of Group Leadership
    • Forming
    • Storming
    • Norming
    • Performing
    • Adjourning
  5. Advantages and Disadvantages of Large Groups
    • Advantages:
    • ≈More resources at their disposal to achieve group
    • goals

    • ≈Enables managers to obtain division of labor
    • advantages

    Disadvantages of large groups:

    ≈Problem of communication and coordination

    ≈Lower level of motivation

    • ≈Members might not think their efforts are really
    • needed
  6. Advantage of Small Groups
    • Advantage
    • of small groups

    • Interact more with each other and easier to
    • coordinate their efforts

    More motivated, satisfied, and committed

    Easier to share information

    • Better able to see the importance of their
    • personal contributions
  7. Keys to Affective Self Managed Teams
    • ØGive the team enough responsibility and
    • autonomy to be self-managing.

    • ØThe team’s task should be complex enough to
    • include many different steps.

    • ØSelect members carefully for their diversity,
    • skills, and enthusiasm.

    • ØManagers should guide and coach, not
    • supervise.

    • ØAnalyze training needs and be sure it is
    • provided.
  8. Informal Group
    • ≈A group that managers or nonmanagerial
    • employees form to help achieve their own goals or to meet their own needs.
  9. Formal Group
    • ≈A group that managers establish to achieve
    • organization goals.
  10. Innovation
    • The creative development of new products, new
    • technologies, new services, or new organizational structures
  11. Synergy
    • People working in a group are able to produce
    • more outputs than would have been produced if each person had worked separately
  12. All teams...
    • are groups but not all groups are teams.
    • teams often are difficult to form
    • it takes time for members to learn how to work together
  13. Team
    • A group whose members work intensely with each other to achieve a specific, common goal or
    • objective.
  14. Virtual Team
    • A team whose members rarely or never meet face
    • to face and interact by using various forms of information technology such as email, computer networks, telephone, fax and video conferences.
  15. Task Force
    A committee of managers or non-managerial employees from various departments or divisions who meet to solve a specific, mutual problem, also called an "ad hoc" committee.
  16. Reciprocal Task interdependence
    Work performed by one group member is fully depend on work done by the other members.
  17. Interest Group
    An informal group composed of employees seeking to achieve a common goal related to their membership in an organization.
  18. Group Role
    Set of behaviors and tasks that a group member is expected to perform because of his or her position in the group.
  19. Three major consequences of Group Cohesiveness
    • Level of participation
    • Level of conformity to group norms
    • Emphasis on group global accomplishment
  20. Group Cohesiveness
    The degree to which members are attracted to their group.
  21. Friendship Group
    An informal group composed of employees who enjoy each other's company and socialize with each other.
Card Set
OrgMan Ch15
OrgMan Ch15