Acronyms Chapter 3

Question 1

Chell’s 7 Characteristics of Group Norms

Answer 1

BD CALMS

1. Group BEHAVIOUR is the focal point of attention
   a. Required Behaviour – individual is required to behave in a specific way as directed (formal rules)
   b. Emergent Behaviour – develops iteratively as a result of group interaction (informal)
2. Degree of Tolerance to DEVIATION from norms
3. COMPLIANCE / non-compliance is met with rewards / punishment
4. ACCEPTABILITY to the majority of group members
5. Significant aspects of group LIFE are covered by the norms
6. They facilitate group MANAGEMENT
7. Need for conformity to norms indicates the STATUS of individuals in the group
   a. Compliance – individual acts as per group norms but does not accept them as legitimate
   b. Personal Acceptance – individual’s personal beliefs are aligned with group norms

Question 2

Feldman’s 4 Purposes of Group Norms

Answer 2

1. Make BEHAVIOUR predictable
2. Avoid EMBARRASSING situations
3. Define the NATURE of the group
4. Ensure group SURVIVAL

Question 3

Champoux’s 3 Phases of Workgroup Socialization

Answer 3

AEA

1. Anticipation – prior to joining, individual will develop some expectations about role and processes
2. Encounter – joins group and begins to learn about role and processes (group also develops processes for acceptance or rejection)
3. Adjustment – both the individual and the group have successfully adapted to each other

Question 4

Levinger’s Model for Relationship Development

Answer 4

ABCDE

1. ACQUAINTANCE – relationship starts, will develop if first impressions are favourable
2. BUILD Up – individuals self-disclose and begin to get interdependent; trust and care begin
3. CONTINUATION – consolidated relationship based on mutual trust and long-term commitment
4. DETERIORATION – some relationships will deteriorate owing to imbalance in effort-reward etc.
5. ENDING – relationship ends and individuals separate

Question 5

5 Factors that influence the Formation of Groups

Answer 5

T CIPS

1. TECHNOLOGY – facilitating communication and interaction
2. CLIMATE – organizational environment and culture
3. Communication and INTERACTION – sharing of information and communication leading to interdependency
4. PRODUCTIVITY – through goal congruency and task interdependence (and interdependence of fate)
5. SPATIAL factors – physical proximity

Question 6

4 Reasons for Formation of Groups

Answer 6

SEPG

1. SECURITY
2. Self-ESTEEM
3. POWER
4. GOAL achievement

Question 7

Tuckman and Jansen’s Team Development Theory

Answer 7

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning / Mourning

Question 8

Katzenbach and Smith’s J-shaped Team Development Curve

Answer 8

1. Working Group – group has not been established but members share information; no responsibilities or goals have been set
2. Pseudo Team – group is operating as though they were a team but not performing like one; performance is low and individuals are risk-averse
3. Potential Team – members begin to move towards a common goal; performance begins to rise
4. Real Team – shared purpose begins to emerge; shared accountability begins to emerge in complementarity-driven teams
5. High Performance Team – team works together towards shared goals; individual members show commitment to develop healthy social relationships, and develop complementary skills

Question 9

Burnes’ Punctuated Equilibrium Model

Answer 9

1. Phase 1 – group appears apathetic and immobilised through resistance to change or commitment to existing course of action
2. Transitional stage – group continues to implement planned activities, taking more than half the resources required for the change
3. Phase 2 – second phase of inaction as team fails to respond to the change taking place
4. Phase 3 – rush of activity to respond to the change in order to successfully complete the task

Question 10

Components for Team Success

Answer 10

IPOM

1. Team INPUTS – team characteristics including KSAs
2. Team PROCESSES – different ways that the team operates
3. OUTCOMES – objective performance outcomes of the team
4. MODERATORS of Team Performance – Team Leadership

Question 11

8 Characteristics of Effective Teams

Answer 11

MR CAPRIS

1. Sense of MEMBERSHIP and responsibility
2. Complementary ROLES
3. CONFLICT resolution
4. ACCOUNTABILITY
5. Common PURPOSE
6. Collective RESPONSIBILITY
7. INTERDEPENDENCY
8. SIZE

Question 12

4 Advantages of Self Managed Teams

Answer 12

TIPE

1. Decisions are made on TECHNICAL know-how
2. INFORMATION Flow speed up
3. Team PROCESSES are collaborative and builds individual commitment to organisational goals
4. EVERYONE is a Leader resulting in more accountability and commitment

Question 13

Belbin’s 9 Team Roles

Answer 13

C PRESS FIT

1. CO-ORDINATOR – focuses on team objectives, delegates work appropriately
2. PLANT – highly creative and good at problem solving
3. RESOURCE Investigator – finds ideas to bring back to the team
4. Monitor EVALUATOR – logical eye with impartial judgments and weighs up team’s options
5. SPECIALIST – brings in-depth knowledge of a key area to the team
6. SHAPER – provides necessary drive to keep team moving
7. Completer FINISHER – most effective at the end of tasks to polish, review, and subject it to the highest levels of quality control
8. IMPLEMENTOR – plan and efficiently implement a practical strategy to achieve the goals
9. TEAMWORKER – helps team to gel, identifies work required and completes on behalf of team

Question 14

Margerison and McCann’s Team Management Wheel

Answer 14

ECOA

1. EXPLORERS
2. CONTROLLERS
3. ORGANISERS
4. ADVISERS

Question 15

Lewis’ 4 Key Stakeholder Roles

Answer 15

JOCC

1. JOURNALISTS – who gather and report information
2. OPINION Leaders – who influence others
3. CONNECTORS – who provide support by connecting to others
4. COUNSELLORS – who provide support by providing advice

Question 16

Mendelow’s Stakeholder Mapping Matrix

Answer 16

INTEREST v POWER

1. High Power + High Interest: Manage Closely
2. High Power + Low Interest: Keep Satisfied
3. Low Power + High Interest: Keep Informed
4. Low Power + Low Interest: Minimal Effort

Question 17

Pinkley’s 3 Conflict Frames used by Individuals to examine a Conflict

Answer 17

REC

1. RELATIONSHIP v/s Task
2. EMOTIONAL v/s Intellectual
3. COMPROMISE v/s Win

Question 18

Robbins’ 3 Sources of Conflict

Answer 18

CSP

1. Communication
2. Structure
3. Personal Factors

Question 19

Thomas’ 5 Styles of Conflict Management

Answer 19

ASSERTIVENESS v CO-OPERATIVENESS

1. High Assertiveness + High Co-operativeness: COLLABORATION
2. High Assertiveness + Low Co-operativeness: COMPETITION
3. Low Assertiveness + High Co-operativeness: ACCOMMODATION
4. Low Assertiveness + Low Co-operativeness: AVOIDANCE
5. Medium Assertiveness + Medium Co-operativeness: COMPROMISE

Question 20

6 Factors to Increase Cohesion in response to External Threat

Answer 20

ASCENT

1. Leader has AUTHORITY – leader has the authority to enforce cohesion even if all individuals don’t feel threatened
2. There is a SOLUTION
3. There was some pre-existing COHESION – if the external threat can break the cohesion and arrive at an agreement with part of the group, the group cohesion will break and in-group conflict will increase
4. The conflict involves EVERYONE
5. Group’s NEEDS are met – members should be provided support and feel comforted by the group’s cohesion
6. There is a THREAT – real or perceived