chapter 12 management

a collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements

a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable

teams that make or do things like manufacture, assemble, sell, or provide service

teams that work on long term projects but disband once the work is completed

teams that operate separately from the regular work structure, and exist temporarily

teams that coordinate and give direction to the subunits user their jurisdiction and integrate work among subunits

work groups composed of multinational members whose activities span multiple countries

teams that are physically dispersed and communicate electronically more than face to face

groups that have no managerial responsibilities

voluntary groups of people drawn form various production teams who make suggestions about quality

groups that control decisions about and execution of a complete range of tasks

groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance

teams with the responsibilities of autonomous work groups, plus control over hiring, firing and deciding what tasks member perform

autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions perviously made y first line supervisors

working less hard and bring less productive when in a group

working harder when in a group than when working alone

shared beliefs about how people should think and behave

different sets of expectations for how different individuals should behave

an individual who has more advanced job related skills and abilities than other group members possess

individual who develops and maintains team harmony

the degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another

a team member who keeps abreast of current developments and provide the team with revenant information

a team strategy that entails making decisions with the team and then informing outsiders of its intentions

a team strategy that entails simultaneously emphasizing internal team building and achieving external visibility

a team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions

a process in which one party perceives that its interests are bring opposed or negatively affected by another party

a reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement

a style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about ones own interests

a style of dealing with conflict involving moderate attention to both parties concerns

a style of dealing with conflict involving strong focus on ones own goals and little or no concern for the other persons goals

a style of dealing with conflict emphasizing both assertiveness to maximize both parties satisfaction

higher level goals taking priority over specific individual or group goals

a third party who intervenes to help others manage their conflict