Team Dynamics and Development
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Questions and Answers

What are the potential outcomes of successfully managing conflict?

  • Increasing competition among parties
  • Avoiding conflict altogether
  • Reaching an equitable agreement and learning (correct)
  • Strengthening relationships and increasing distrust

Which characteristic of organizational culture emphasizes innovation and risk-taking?

  • Outcome orientation
  • People orientation
  • Innovation and risk-taking (correct)
  • Attention to detail

How does organizational culture impact employee behavior?

  • It primarily focuses on financial performance.
  • It promotes individualism over teamwork.
  • It has no real effect on behavior.
  • It can dictate standards for behavior and attitudes. (correct)

Which outcome is NOT typically associated with positive conflict resolution?

<p>Increased competition (B)</p> Signup and view all the answers

In organizational culture, what does the term 'control' refer to?

<p>Shaping employee actions and decisions (A)</p> Signup and view all the answers

How can organizational culture act as a barrier to mergers and acquisitions?

<p>By creating pressure for conformity among employees (C)</p> Signup and view all the answers

What is a disadvantage of oral communication?

<p>Distortion of the message (B)</p> Signup and view all the answers

Which aspect of organizational culture focuses on management's attention to results over processes?

<p>Outcome orientation (D)</p> Signup and view all the answers

Which of the following is not a characteristic of the grapevine?

<p>Controlled by management (B)</p> Signup and view all the answers

What is the main benefit of nonverbal communication?

<p>It supports other communities (C)</p> Signup and view all the answers

Which of the following represents a barrier to effective communication?

<p>Selective perception (B)</p> Signup and view all the answers

What is one consequence of information overload?

<p>Confusion and difficulty decision making (B)</p> Signup and view all the answers

Which emotional state is likely to affect message interpretation?

<p>Anger or distress (A)</p> Signup and view all the answers

What is a common issue with written communication?

<p>It is time-consuming (C)</p> Signup and view all the answers

Which barrier involves the misinterpretation of messages due to words having different meanings?

<p>Language differences (B)</p> Signup and view all the answers

What term describes the scenario when a person enthusiastically carries out a request?

<p>Commitment (A)</p> Signup and view all the answers

Which type of power is considered least effective among managers?

<p>Coercive power (D)</p> Signup and view all the answers

Which of the following is NOT a condition for true empowerment?

<p>Strict adherence to traditional decision-making processes (C)</p> Signup and view all the answers

What concept refers to the ability of employees to make decisions and commitments?

<p>Empowerment (A)</p> Signup and view all the answers

Which of the following influence tactics relies on using authority to convince others?

<p>Legitimacy (A)</p> Signup and view all the answers

What is a result of true empowerment for employees?

<p>Increased control over their work (D)</p> Signup and view all the answers

Which power base is commonly seen as the most effective in leadership?

<p>Expert power (B)</p> Signup and view all the answers

What does political behavior in organizations primarily aim to influence?

<p>Distribution of resources (C)</p> Signup and view all the answers

What is the primary purpose of socialization in an organization?

<p>To help new employees learn and adapt to the organization’s culture (D)</p> Signup and view all the answers

Which of the following is NOT a function of communication?

<p>Enhance productivity through multitasking (B)</p> Signup and view all the answers

How does upward communication differ from downward communication?

<p>Upward communication flows from lower to higher levels in an organization. (D)</p> Signup and view all the answers

What characteristic is associated with rich communication channels?

<p>Facilitating rapid feedback and managing multiple cues (C)</p> Signup and view all the answers

Which barrier to effective communication involves misinterpretation based on personal biases?

<p>Selective perception (D)</p> Signup and view all the answers

In the context of organizational communication, what is a formal channel?

<p>Established paths transmitting professional-related messages (B)</p> Signup and view all the answers

What is the role of feedback in communication?

<p>It indicates how successful the message was in achieving understanding. (C)</p> Signup and view all the answers

Why can silence be considered a barrier to effective communication?

<p>It often leads to misunderstandings or assumptions. (C)</p> Signup and view all the answers

What primarily motivates men to engage in conversation?

<p>To emphasize status, power, and independence (C)</p> Signup and view all the answers

Which factor decreases an individual's power in a dependency relationship?

<p>The resource being perceived as abundant (D)</p> Signup and view all the answers

What is a characteristic of legitimate power?

<p>It comes from an individual's position within a hierarchy (A)</p> Signup and view all the answers

Which type of power is primarily based on fear?

<p>Coercive power (A)</p> Signup and view all the answers

Which of the following is NOT a requirement for a resource to enhance power?

<p>It must be easily replaceable (B)</p> Signup and view all the answers

What type of power is associated with unique skills or knowledge?

<p>Expert power (D)</p> Signup and view all the answers

When individuals depend on others for resources, what happens to the power dynamic?

<p>The individual providing the resource gains power (A)</p> Signup and view all the answers

What is the primary form of power derived from the ability to distribute valued rewards?

<p>Reward power (B)</p> Signup and view all the answers

Flashcards

Group

Two or more people who share a common relationship.

Team

A small group of individuals with complementary skills who work together towards a shared goal, holding each other accountable for their success.

Self-managed teams

Teams where members take on responsibilities traditionally held by supervisors, including planning, scheduling, and problem-solving.

Cross-functional teams

Teams composed of people from various departments or levels within an organization, collaborating to achieve a common goal.

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Forming

The first stage of team development, where members get to know each other and establish roles.

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Storming

The stage marked by conflict and tension as team members grapple with roles, leadership, structure, and purpose.

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Norming

The stage when team members reach agreement on their goals, structure, leadership, and begin to work together effectively.

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Performing

The stage of high performance, achievement, and collaboration as team members work efficiently towards common goals.

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Socialization

The process of learning and adapting to an organization's culture.

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Why is Communication Important at the Organizational Level?

The importance of communication lies in its ability to foster trust and facilitate information sharing. A lack of communication can indicate a lack of trust.

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Why is Communication Important at the Individual Level?

Effective communication is crucial for individuals to succeed in interviews, teamwork, job advancement, and overall career progress.

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Downward Communication

Communication that flows from a higher level in a group to a lower level.

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Upward Communication

Communication that flows from a lower level in a group to a higher level.

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Lateral Communication

Communication between individuals at the same level within a group.

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Encoding

The process of converting a message into a symbolic form.

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Decoding

The process of interpreting a sender's message.

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Oral Communication

The use of spoken words to convey information and ideas.

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Written Communication

Using written words, such as emails, letters, or reports, to transmit information.

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Nonverbal Communication

Communicating without using words, through gestures, facial expressions, body language, and physical proximity.

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The Grapevine

An informal communication network within an organization, where information spreads through gossip, rumors, and personal connections.

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Distributive Bargaining

A negotiation strategy focusing on maximizing one's own gains, often at the expense of the other party, aiming to divide a limited resource. Think of it as a zero-sum game where one person's gain is another's loss.

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Filtering

A barrier to effective communication that involves the deliberate manipulation of information to make it more appealing to the receiver.

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Selective Perception

A barrier to effective communication that occurs when receivers pay attention to information that aligns with their interests and disregard information that contradicts their beliefs.

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Integrative Bargaining

A negotiation strategy where parties collaborate to find mutually beneficial solutions that create value for everyone involved, aiming for a win-win situation.

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Organizational Culture

Shared beliefs, values, and assumptions that influence employee behavior and shape the organizational culture.

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Information Overload

A barrier to effective communication that happens when the receiver is overwhelmed with too much information, preventing them from processing it effectively.

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Emotions

A barrier to effective communication where emotions influence how a message is interpreted, leading to different understandings.

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Innovation & Risk-taking

The degree to which employees are encouraged to think outside the box, take calculated risks, and experiment with new ideas.

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Attention to Detail

The importance placed on accuracy, precision, and attention to detail in all aspects of work.

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Outcome Orientation

The degree to which management focuses on achieving measurable results rather than solely on the process or methods used.

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People Orientation

The extent to which management considers the well-being and impact on employees when making organizational decisions.

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Team Orientation

The degree to which employees are encouraged to be team players and collaborate with each other.

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Power

The capacity of 'A' to influence 'B's' behavior, causing 'B' to act in accordance with 'A's' wishes.

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Dependency

The dependence of 'B' on 'A' when 'A' possesses something crucial to 'B'.

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Formal Power

Formal power derived from an individual's position in an organization's hierarchy. This power comes from the ability to coerce or reward, derived from formal authority or control over information.

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Legitimate Power

Power derived from the authority of one's position in the organizational hierarchy.

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Reward Power

Compliance achieved through the ability to distribute valuable rewards.

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Coercive Power

Power based on fear, achieved through the ability to punish or threaten.

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Expert Power

Influence based on possessing special skills or knowledge.

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Referent Power

Influence derived from possessing desirable resources or personal traits.

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Commitment

The person is enthusiastic about the request and carries out the task with commitment.

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Compliance

The person grudgingly goes along with the request, putting in minimal effort.

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Resistance

The person opposes the request and tries to avoid it.

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Empowerment

The ability of employees to make decisions and commitments.

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Meaning

Employees believe their work has meaning and makes a difference.

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Competence

Employees believe they have the skills and knowledge to do their job well.

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Self-determination

Employees feel a sense of control over how they do their work.

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Impact

Employees feel their work has a positive impact on the organization.

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Study Notes

Team vs. Groups

  • Groups: Two or more people with a common relationship
  • Teams: Small number of people with complementary skills, committed to a common purpose, performance goals, and mutual accountability

Types of Teams

  • Self-managed teams: 10-15 people taking on responsibilities of former supervisors (planning, scheduling, assigning tasks)
  • Cross-functional teams: Employees from different areas working together (product development)

Team Development (5-stage model)

  • Forming: Leaders focus on team responsibilities
  • Storming: Questions arise about leadership & structure. Leaders ensure members continue learning/exercising skills
  • Norming: Team agrees on purpose, structure, & leadership. Leader emphasizes cooperation/responsibility
  • Performing: Period of productivity, achievement, and pride for the group. Members work together to complete the job
  • Adjourning: Teams may not progress stages linearly. Groups can return to previous stages.

Team Roles

  • Task roles: Enable teams to define, clarify, & pursue common goals (e.g., initiating activities, seeking information, summarizing, evaluating)
  • Maintenance roles: Foster support & constructive interpersonal relationships (e.g., supporting, setting standards, reducing tension)

Punctuated-Equilibrium Model

  • Phase 1: Initial meeting, inertia.
  • Transition: When the team has used half of its time, major changes.
  • Phase 2: Inertia, accelerated end

Conflict

  • Conflict: When one party perceives that another party has affected or will affect something they care about.
  • Functional conflict: Supports group goals/improves performance
  • Dysfunctional conflict: Hinders group performance.
  • Task conflict: Related to work content/goals
  • Relationship conflict: Focuses on interpersonal relations (always dysfunctional)
  • Process conflict: Conflict over how work is done

Conflict resolution strategies

  • Forcing: Imposing one’s will on the other party
  • Problem solving: Achieving an agreement that satisfies both parties
  • Avoiding: Ignoring or minimizing the conflict
  • Yielding: Accepting or incorporating another party's will
  • Compromising: Balancing self-concern with concern for the other party

Organizational Culture

  • System of shared meanings that distinguishes the organization from others
  • Guides attitudes & behaviours
  • Establishes standards for what employees should say/do
  • Conveying identity & encouraging goal alignment
  • Building cohesiveness, loyalty, & commitment

Characteristics of Organizational Culture

  • Innovation & risk-taking = Degree to which employees are encouraged to be innovative & take risks.
  • Attention to detail = Degree to which employees are expected to be precise & analytical.
  • Outcome orientation = Degree to which management focuses on results rather than techniques.
  • People orientation = Degree to which management considers the effect of decisions on people.
  • Team orientation = Degree to which work activities are organized around teams.
  • Aggressiveness = Degree to which people are competitive rather than collaborative.
  • Stability = Degree to which activities emphasize maintaining the status quo.

Communication

  • Nature of communication: Importance of communication, directions (downward, upward, lateral), process, channels (formal, informal), grapevine
  • Effective communication requires trust.
  • Oral communication: Speed & feedback are advantages, distortion can be a disadvantage
  • Written communication: Tangible & verifiable, slower, lacks feedback, difficult to observe expressions/emotions
  • Nonverbal communication: Supports expression/emotions, time consuming, lacks feedback.

Power & Politics

  • Power: A person's capacity to influence another person
  • Dependency: The key to power. The greater B's dependency on A, the greater A's power.
  • Types of individual power (5 bases): Legitimate, reward, coercive, expert, referent.
  • Power tactics: Ways people translate power bases into action.
  • Influence tactics: Different styles of negotiation

Leadership

  • Leadership styles: Trait theories, behavioral theories, contingency theories (Fiedler's, Hersey-Blanchard).
  • Transformational leadership: Transcend self-interests for organizational goals; vision, risk-taking, sensitivity, behaviours.
  • Transactional leadership: Guides followers towards goals by clarifying roles and tasks.
  • Charismatic leadership: Qualities that set leaders apart from ordinary people; vision, risk-taking, personal sensitivity, extraordinary behaviours.

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Description

Explore the differences between teams and groups, and learn about the various types of teams, including self-managed and cross-functional teams. This quiz also covers the five stages of team development, from forming to adjourning, emphasizing the importance of roles and responsibilities within a team.

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