1
Q
One of the most important factors of a work team
A
to have a clearly defined direction or purpose for an effective high quality work team
2
Q
ingredients to creating an effective work team
A
1- direction, objectives, goals, and purpose 2- open communication 3- active listening, sharing of ideas 4- well organized 5- clearly defined meeting objectives 6- sense of commitment by each member 7- pride, urgency, respect, loyalty 8- trust among members 9- balanced and shared leadership 10- work balanced 11- creative problem solving techniques 12- consensus decision making
3
Q
social loafing- in a large group
A
- individual effort declines as group size increases
- loss of personal accountability
- equity of effort
- motivational loss due to sharing of rewards
- loss of coordination as more people perform the task
4
Q
group think- large group
A
- occurs when a group values harmony and coherence over accurate analysis and critical evaluation
- causes individual members of the group to unquestioningly follow the word of the leader and its strongly discourages disagreement
5
Q
Large group
A
- usually 12 or more people
- single authoritarian leadership
- top down decision making
- communication can be difficult
- vague direction of goals
- groups often lack real pride or sense of purpose and commitment
- individuals roles may not be known
- too many levels of communication
6
Q
Small team
A
- usually 2-11 people
- leadership shared
- no voting on decision making
- communication more frequent
- specific, focused direction of goals
- objectives understood by all
- PURL (pride, urgency, respect, loyalty)
- ability to critique and evaluate team performance is easier and more honest
7
Q
Jones and Bearley model
A
1- Immature group
2- Fractioned group
3- Sharing group
4- Effective team
8
Q
immature group
A
- looks to leader for all leadership, direction, support, and work
- most of groups time will be spent in attempting to learn what organization expects of it as a functioning group
9
Q
fractioned group
A
- group’s activity will be characterized by leadership struggles, incomplete communication, arguments, and taking things personally
- confusion and concerns
10
Q
sharing group
A
- an open exchange of feelings, facts, ideas, preferences, and support will have been achieved
- less dissatisfied
- more defined and more clearly understood
11
Q
effective team
A
shared methods for solving problems will have been developed and there will be a strong feeling of pride in the teams accomplishments
12
Q
synergy
A
the combined action whose total effect is greater than the sum of the individual actions
13
Q
consensus
A
- a method of reaching decisions without voting
- discussion has occurred with each team member offering opinions and others listening
14
Q
Tuckman model
A
1- Forming 2- Storming 3- Norming 4- Performing 5- Adjourning
15
Q
Forming
A
- ice breaker stage
- uncertainty about individual roles
- goals unknown
16
Q
Storming
A
- time of testing leadership
- minor forms of rebellion
- procrastination
17
Q
Norming
A
- power struggles resolved
- more group discussion about roles
- “we” feeling
18
Q
Performing
A
- task problems solved
- members get work accomplished
- open communication
- helping each other
19
Q
Adjourning
A
- work completed, time to move on
- reflections on lessons learned
- parties, award ceremonies
20
Q
group decay
A
- long term group work can cause problems
- work begins to de-norm, de-storm, de-form
- drift into different directions
- battles for control
- isolation from each other
21
Q
Mission/mission statement
A
- a short definition of why a company or team exists
- defines the company’s or team’s purpose
- clear wording
- should not be contradictory
- all members should be aligned with the mission
- written and clearly communicated to all employees
- core beliefs and values
22
Q
Vision/vision statements
A
- looks into the future and is more long range than a mission statement
- defines a specific action to be attained
- all aligned
- challenging but not impossible
- creativity must be focused
23
Q
Leadership
A
- the skill or art of motivating people to do willingly what they might not spontaneously do on their own
- involves setting long term vision, direction, goals and objectives
24
Q
effective leaders must be skilled at:
A
- communication
- conflict management
- setting visions and direction for the future
- attending to details and developing people
- decision making
- organization
- creativity
- adaptability
- self confidence
- problem solving
25
leadership traits
- honest
- inspiring
- intelligent
- supportive
- determined
- cooperative
26
Team work cycle
4 phases, 8 roles
- initiation
- ideation
- elaboration
- competition
27
Initiation
ROLES: leaders and moderators
-moving towards future direction/goals/vision
what's next?
28
Ideation
ROLES: innovators and creators
- brainstorm for multiple quantity of ideas
- alternatives
- wish list
29
Elaboration
ROLES: organizers and managers
- edit our list
- ask touch questions
- get real
30
Competition
ROLES: finishers and evaluators
- select one plan
- start work
- work progresses
- edit/adjust/evaluate
- complete work
- analyze results for future
31
force field problem solving
5 step model:
1- describe the current situation and define the problem
2- decide on the solution objective-clearly articulate it
3- identify the forces surrounding the problem: strengths and weaknesses
4- determine the importance and ease of change for each force = Prioritizing Forces
5- create strategies and action plans for change
32
6 steps towards building extraordinary performance
1- goal setting: formally or informally establishing direction and clarifying expectations
2- delegating: assigning work to others, the right tasks for the right people
3- coaching (motivating) and counseling (listening and advising)
4- training (teaching employees new skills) and development (providing learning activities for the future or next level position)
5- performance appraisal: a review of employee past performance with a focus on future performance
6- effective hiring practices: focus on the quality of the employee being sought
33
communication defined
the ability to send and receive a message where the intended meaning is interpreted and understood mutually
34
Four forms of communication
- verbal
- paraverbal: how we use the words we have selected
- body language
- personal space
Team Development
flashcards
Decks in class (1)
# Cards
