Work on new ideas in isolation wo being watched over

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→ work on new ideas in isolation, w/o being watched over during creative stages; ignore structure & bureaucratic rules of org. while they work Virtual Teams team that uses computer tech to tie together physically dispersed members to achieve a common goal - for work that’s knowledge-based - allow ppl from diff. time zones to work together - limited social contact of team members - absence of paraverbal (voice tone, inflection, voice volume), nonverbal (eye movement, facial expression, body lang.) cues in communications, which inc meaning - more at risk of misunderstanding - trust-building not the same as face-to-face teams How to Improve the Way the Team Functions: make sure team addresses feelings of isolation, team members have mix of interpersonal & technical skills, carefully give evaluations & provide recognition, feedback
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P ART 2: S TRIVING FOR P ERFORMANCE FROM INDIVIDUAL TO TEAM MEMBER ROLES = set of expected behaviours of a person in a given position in a social unit role expectations = how others believe a person should act in a given situation Role Conflict = situation in which an individual finds that complying w/ one role requirement may make it harder to comply w/ another - inc. internal tension & frustration → give formalized bureaucratic response → conflict resolved replying on rules, regulations, procedures that govern org. activities e.g. faced w/ conflicting requirements imposed by controller’s office and his own manager → decides in favour of immediate boss (manager) - other responses: withdrawal, stalling, negotiation, redefining facts & make them appear same Role Ambiguity = person is unclear about his role - lead to confusion, stress, bad feelings roles should be balanced. if not: role overload = too much is expected of someone role underload = too little is expected of someone, and he feels he’s not contributing to the group NORMS = acceptable standards of behaviour within a group that are shared by the group’s members - influence behaviour of group members w/ min. of external controls - differ among groups, communities, societies - common norms dealing w/ issues such as: Performance (how hard to work, what kind of quality, levels of tardiness) Appearance (personal dress, when to look busy or “goof off”, how to show loyalty) Social arrangement (how team members interact) Allocation of resources (pay, assignments, allocation of tools & equipment) How Do Norms Develop? 1. Explicit statements made by a group member (instructions form supervisor or powerful member) 2. Critical events in group’s history (e.g. work injury/accident) 3. Primacy (1 st behaviour pattern that emerges in a group) 4. Carry-over behaviours from past situations (expectations brought to the group from other groups)
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P ART 2: S TRIVING FOR P ERFORMANCE Why Are They Enforced? Why Are They Important?
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