Chapter 8 – Group dynamics and work teams
Ad hoc committee
Additive tasks
Cohesiveness
Command group
Computerized performance monitoring
Cross-functional teams
Cross-training
Drive theory of social facilitation
Evaluation apprehension
Five-stage model of group formation
Formal groups
Formal status
Friendship groups
Gain-sharing plans
Group
A temporary committee formed for a special
purpose.
Types of group tasks in which the coordinated
efforts of several people are added together to
form he group’s product.
The strength of group members’ desires to
remain a part of their groups.
A group created by connections between
individuals who are a formal part of the
organization (i.e. those who legitimately can give
orders to others).
The process of using computers to monitor job
performance.
Teams represented by people from different
specialty areas within organizations.
The practice of training team members in several
different areas of expertise so that they are
qualified to help their teammates by members
performing a variety of tasks required for team
success.
The theory according to which the presence of
others increases arousal, which increases
people’s tendencies to perform the dominant
response. If that response is well learned,
performance will improve. But if it is novel,
performance will be impaired.
The fear of being evaluated or judged by another
person.
The conceptualization claiming that groups
develop in five stages – forming, storming,
norming, performing and adjourning.
Groups that are created by the organization,
intentionally designed to direct its members
toward some organizational goal.
The prestige one has by virtue of his or her
official position in an organization.
Informal groups that develop because their
members are friends, often seeing each other
outside of the organizations.
Compensation plans that reward team members
for reaching company-wide performance goals,
allowing them to share in their company’s
profits.
A collection of two or more interacting
individuals who maintain stable patterns of
relationships, share common goals, and perceive
themselves as being a group.
Group dynamics
Group structure
Improvement teams
Informal groups
Informal status
Interest group
Norms
Prescriptive norms
Proscriptive norms
Punctuated-equilibrium model
Relations-oriented role (socioemotional role)
Role
Role ambiguity
Role differentiation
Role expectations
Role incumbent
Self-managed work teams (self-directed teams)
Self-oriented role
Semi-autonomous work groups
Factors governing a group’s formation and
development, structure, and interrelationships
with individuals, other groups and the
organizations within which it exists.
The pattern of interrelationships between the
individuals constituting a group; the guidelines
of group behavior that make group functioning
orderly and predictable.
Teams whose members are oriented primarily
toward the mission of increasing the
effectiveness of the processes used by the
organization.
Groups that develop naturally among people,
without any direction form the organization
within which they operate.
The prestige accorded individuals with certain
characteristics that are not formally recognized
by the organization.
A group of employees who come together to
satisfy a common interest.
Generally agreed-upon informal rules that guide
group-members’ behavior.
Expectations within groups regarding what is
supposed to be done.
Expectations within groups regarding behaviors
in which members are not supposed to engage.
The conceptualization of group development
claiming that groups generally plan their
activities during the first half of their time
together, and then revise and implement their
plans in the second half.
The activities of an individual in a group who is
supportive and nurturing of other group
members and who helps them feel good.
The typical behavior that characterizes a person
in a specific social context.
Confusion arising from not knowing what one is
expected to do as the holder of a role.
The tendency for various specialized roles to
emerge as groups develop.
The behaviors expected of someone in a
particular role.
A person holding a particular role.
Teams whose members are permitted to make
key decisions about how their work is done.
The activities of an individual in a group who
focuses on his or her own good, often at the
expense of others.
Work groups in which employees get to share in
the responsibility for decisions with their bosses
Shared mental models
Skill-based pay
Social facilitation
Social impact theory
Social loafing
Standing committees
Status
Status symbols
Task force
Task group
Task-oriented role
Team
Team building
Virtual teams
Work teams
and are jointly accountable for their work
outcomes.
The common understanding that develops
between team members regarding how their
team operates, including how people are
expected to work together and what each
particular person is expected to do at any given
time.
Paying employees not only on the basis of how
well they perform but on the breadth of their
skills as well.
The tendency for the presence of others
sometimes to enhance an individual’s
performance and at other times to impair it.
The theory that explains social loafing in terms
of the diffused responsibility for doing what is
expected of each member of a group (see social
loafing). The larger the size of a group, the less
each member is influenced by the social forces
acting on the group.
The tendency for group members to exert less
individual effort on an additive task as the size of
the group increases.
Committees that are permanent, existing over
time.
The relative prestige, social position, or rank
given to groups or individuals by others.
Objects reflecting the position of any individual
within an organization’s hierarchy of power.
See ad hoc committee.
A formal organizational group formed around
some specific task.
The activities of an individual in a group who,
more than anyone else, helps the group reach its
goal.
A group whose members have complementary
skills and are committed to a common purpose
or set of performance goals for which they hold
themselves mutually accountable.
Formal efforts directed toward making teams
more effective.
Teams that operate across space, time and
organizational boundaries, communicating with
each other only through electronic technology.
Teams whose members are concerned primarily
with using the organization’s resources to
effectively create its results.