ch 12 teams - processes - Te ams : Pro c e s s e s 1 Inc o...

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Unformatted text preview: Te ams : Pro c e s s e s 1 Inc o rre c t Que s tio n Inc 56. Hindra nce s tre s s ors ha ve _____ Hindra e ffe ct on job pe rforma nce . A. no A. B. a s trong ne ga tive C. a s trong pos itive D. a mode ra te ly ne ga tive E. a mode ra te ly pos itive 2 Te am Pro c e s s e s Te Te am p ro c e s s is a te rm tha t re fle cts the d iffe re nt type s of a ctivitie s a nd inte ra ctions tha t occur within te a ms a nd c ontribute to the ir ultima te e nd goa ls . 3 Why Are Why S o me Te ams Mo re than the S um o f The ir Parts ? The 4 Te amwo rk Pro c e s s e s and Te am S tate s a nd Te amwo rk Te am Pro c e s s Pro c e s s e s S tate s Gain/Lo s s 5 Value o f Te ams Value Pro c e s s g ain is ge tting more from the te a m tha n you would e xpe ct a ccording to the ca pa bilitie s of its individua l me mbe rs . me Pro c e s s lo s s is ge tting le s s from the te a m tha n you would e xpe ct ba s e d on the ca pa bilitie s of its individua l me mbe rs . me 6 Te amwo rk Pro c e s s e s Te Te am w o rk p ro c e s s e s re fe r to the inte rpe rs ona l a ctivitie s tha t fa cilita te the a ccomplis hme nt of the te a m’s work ( b ut but d o not dire ctly involve ta s k a ccomplis hme nt its e lf). Tra ns ition proce s s e s Action proce s s e s Inte rpe rs ona l proce s s e s 7 Te amwo rk Pro c e s s e s Te 8 Te amwo rk Pro c e s s e s Te Trans itio n p ro c e s s e s a re te a mwork a ctivitie s tha t focus on pre pa ra tion for future work. future Mis s ion a na lys is , s tra te gy formula tion, goa l Mis s pe cifica tion Ac tio n p ro c e s s e s a re importa nt a s the ta s kwork is be ing a ccomplis he d. ta Monitoring progre s s towa rd goa ls , Monitoring coordina tion c oordina 9 Te amwo rk Pro c e s s e s Te Inte rp e rs o nal p ro c e s s e s a re importa nt be fore , during, or in be twe e n pe riods of te a mwork. d uring, Mo tiv ating and c o nfid e nc e b uild ing re fe rs to things te a m me mbe rs do or s a y tha t a ffe ct the de gre e to which me mbe rs a re motiva te d to work ha rd on the ta s k. ta Co nflic t m anag e m e nt involve s a ctivitie s tha t the te a m us e s to ma na ge conflicts tha t a ris e in the cours e of its work. c ours Re latio ns hip c o nflic t: d is a gre e me nts a mong me mbe rs Re in te rms of pe rs ona l re la tions hips or incompa tibilitie s with re s pe ct to pe rs ona l va lue s or pre fe re nce s . re Tas k c o nflic t: d is a gre e me nts a mong me mbe rs a bout the te a m’s ta s k. te 10 Te am S tate s Te Te am s tate s re fe r to s pe cific type s of fe e lings a nd thoughts in the minds of te a m me mbe rs a s a c ons e que nce of the ir e xpe rie nce working toge the r. toge Cohe s ion P ote ncy Me nta l mode ls Tra ns a ctive me mory 11 Te am S tate s Te Co he s io n h a ppe ns whe n me mbe rs of te a ms d e ve lop s trong e motiona l bonds to othe r me mbe rs of the ir te a m a nd to the te a m its e lf. me Gro up think h a ppe ns in highly cohe s ive te a ms whe n me mbe rs ma y try to ma inta in ha rmony by s triving towa rd cons e ns us on is s ue s without e ve r o ffe ring, s e e king, or s e rious ly cons ide ring a lte rna tive vie wpoints a nd pe rs pe ctive s . Avoid too much cohe s ion by a s s e s s ing the Avoid te a m’s cohe s ion, a nd a ppointing a de vil’s a dvoca te . 12 Te am S tate s Te Po te nc y re fe rs to the de gre e to which m e mbe rs be lie ve tha t the te a m ca n be e ffe ctive a cros s a va rie ty of s itua tions a nd ta s ks . ta High pote ncy, me mbe rs a re confide nt tha t the ir High te a m ca n pe rform we ll, a nd a s a cons e que nce , the y focus more of the ir e ne rgy on a chie ving te a m goa ls . g oa Te a m me mbe rs ’ confide nce in the ir own Te c a pa bilitie s , the ir trus t in othe r me mbe rs ’ c a pa bilitie s , a nd fe e dba ck a bout pa s t pe rforma nce pla y a role in de ve loping high pote ncy. p la 13 Te am S tate s Te Me ntal m o d e ls re fe r to the le ve l of c ommon unde rs ta nding a mong te a m m e mbe rs with re ga rd to importa nt a s pe cts of the te a m a nd its ta s k. Trans ac tiv e m e m o ry re fe rs to how s pe cia lize d knowle dge is dis tribute d a mong me mbe rs in a ma nne r tha t re s ults in a n e ffe ctive s ys te m of me mory for the te a m. me 14 Thre ats to Te am Effe c tive ne s s S ocia l Loa fing As ch Effe ct Groupthink 15 S o c ial Lo afing S o c ial Lo afing : Me mbe rs ’ re duce d individua l e ffort in a te a m 16 What fac to rs c o ntribute to What s o c ial lo afing ? La bora tory s tudie s ha ve s hown tha t s ocia l La loa fing occurs whe n The ta s k wa s pe rce ive d to be unimporta nt, s imple , or The uninte re s ting, u ninte G roup me mbe rs thought the ir individua l output wa s Group n ot ide ntifia ble , a nd Othe r me mbe rs e xpe cte d the ir co-worke rs to loa f. 17 The As ch Effe ct As ch Effe ct: the dis tortion of individua l judgme nt by a una nimous but incorre ct oppos ition. by Standard Line Card Comparison Lines Card 1 2 3 18 Gro upthink Gro upthink: Whe n you fe e l a high pre s s ure to c onform a nd a gre e a nd a re unwilling to re a lis tica lly vie w a lte rna tive s re 19 Example o f Gro upthink Example 1986 Challe ng e r S huttle Dis as te r http://www.yo utube .c o m/watc h? v=Mr1TMyxArXk&fe atu 20 ...
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This note was uploaded on 03/03/2012 for the course OBHR 330 taught by Professor Ericalanthony during the Fall '08 term at Purdue University-West Lafayette.

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