CH 7-11 on Managing People and Organizations
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Social identity theory
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A perspective that considers when and why individuals consider themselves members of groups
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Ingroup favoritism
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Perspective in which we see members of
our ingroup as better than other people, and people not in our group as all the same.
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Outgroup
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The inverse of an ingroup; an outgoup can mean anyone outside the group, but more usually it is an identified other group.
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The first meeting sets the group’s direction
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The first phase of group activity is one of inertia and thus makes slower progress.
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A transition takes place exactly when the group has used up half its allotted time.
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This transition initiates major changes
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A second phase of inertia follows the transition
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The group’s last meeting is characterized by markedly accelerated activity
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Strength
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generate more complete information and knowledge.
increased diversity of views acceptance of a solution |
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Weakness
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time-consuming
conformity pressures ambiguous responsibility |
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Team context
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Adequate resources
Leadership and Structure Climate of Trust Performance Evaluations and Reward systems |
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Team composition
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Abilities of members
Personality of members Allocation of roles Diversity of Members Cultural differences Size of teams Member preferences |
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Team Processes
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Common Plan and Purpose
Specific Goals Team efficacy Team identity Team cohesion - Mental models conflict levels social loafing |
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Problem-solving teams
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Groups of 5 to 12 employees from the same department
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Self-managed teams
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Groups of 10 to 15 people who take on responsibilities of their former supervisors
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Cross-functional teams
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Employees from about the same hierarchical level, but from different work areas
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Virtual teams
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Remote workers
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Multi-team system
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A collection of two or more interdependent teams that share a superordinate goal; a team of teams
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work group - a group that interacts primarily to share information and make decisions to help each member perform within his or her area of responsibility.
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Work team - A group whose individual efforts result in performance that is greater than the sum of the individual inputs
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Filtering
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A sender’s manipulation of information so that it will be seen more favorably by the receiver
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Selective perception
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Receivers selectively see and hear based on their needs.
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Information overload
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A condition in which information inflow exceeds an individual’s processing capacity
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Emotions
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Interpret message differently depending on moods
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Language
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Words mean different things to different people
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Silence
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Non-interest or inability to deal with a topic
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Communication apprehension
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Undue tension and anxiety about oral communication, written communication or both
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Lying
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Misrepresentation of information
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Role
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Norms
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Status
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Size
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Cohesiveness
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Diversity
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