| A | B |
|---|
| group | A group is a collection of individuals who interact with each other such that one person's actions have an impact on the others Informal groups |
| Informal work groups | Informal work groups are made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. |
| formal work group | A formal work group is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. |
| Forming - Storming - Norming - Performing Model | The Forming - Storming - Norming - Performing Model was proposed by Bruce Tuckman in 1965 and involved a four-stage map of group evolution |
| adjourning | The adjourning phase later he enhanced the Tuckman model by adding a fifth and final stage. |
| Forming | In the Forming stage, the group comes together for the first time. |
| norming | In the norming stage, participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals. |
| storming | During storming, participants focus less on keeping their guarded up as they shed social facades, becoming more authentic and more argumentative. Group members begin to explore their power and influence and they often stake out their territory by differentiating themselves from the other group members rather than seeking common ground. |
| Performing | At the Performing stage, participants are not only getting the work done, but they also pay greater attention to how they are doing it. |
| Punctuated equilibrium | Punctuated equilibrium refers to the theory that change within groups occurs in rapid, radical spurts rather than gradually over time. |
| Cohesion | Cohesion refers to the degree of camaraderie within the group. |
| Groupthink | Groupthink is a group pressure phenomenon that increases the risk of the group making flawed decisions by allowing reductions in mental efficiency, reality testing, and moral judgment |
| Social loafing | Social loafing refers to the tendency of individuals to put in less effort when working in a group context. |
| Collective efficacy | Collective efficacy refers to a group's perception of its ability to successfully perform well. |
| Process loss | Process loss is any aspect of group interaction that inhibits group functioning. |
| team | A team is a cohesive coalition of people working together to achieve mutual goals. |
| Production tasks | Production tasks include actually making something such as a building, product, or a marketing plan. |
| Idea generation tasks | Idea generation tasks deals with creative tasks such as brainstorming a new direction or creating a new process. |
| Problem-solving tasks | Problem-solving tasks refer to coming up with plans for actions and making decision. |
| Task interdependence | Task interdependence refers to the degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective. |
| Pooled interdependence | Pooled interdependence exists when team members may work independently and simply combine their efforts to create the team's output. |
| Reciprocal interdependence | Reciprocal interdependence involves team members working on each task simultaneously. |
| Outcome interdependence | Outcome interdependence is when the rewards that an individual receives depend on the performance of others. |
| completer role | The completer role is also important as it is often where ideas are transformed into action. |
| critic role | The critic role includes "devil's advocate" behaviors which go against the assumptions being made by the team. |
| cooperator role | The cooperator role includes supporting those with expertise toward the team's goals. |
| task force | A task force is an example of a type of temporary team which is asked to address a specific issue or problem until it is resolved. |
| product development teams | Other teams may be temporary or ongoing such as product development teams |
| Cross-functional teams | Cross-functional teams involve individuals from different parts of the organization staff. |
| Virtual teams | Virtual teams are teams where members are not located in the same physical place. |
| Top management teams | Top management teams are appointed by the chief executive officer (CEO) and, ideally, reflect the skills and areas that the CEO considers vital for the company. |
| Traditional or manager-led teams | Traditional or manager-led teams are teams where the manager serves as the team leader. |
| Self-managed teams | Self-managed teams are teams that manage themselves and do not report directly to a supervisor. Instead, team members select their own leader, and they may even take turns in the leadership role. |
| Empowered | Empowered teams have the responsibility as well as the authority to achieve their goals. |
| Self-directed teams | Self-directed teams are a special form of self-managed teams where members determine who will lead them with no external oversight. |
| Norms | Norms are shared expectations about how things operate within a group or team. |
| team contract | A team contract includes agreements on established ground rules, goals, and roles. |
