BUS 387 Ch 9
adjourning phase - ANS -enhanced the model by adding a fifth and final stage
\adjourning stage - ANS -when a group is closed, time set aside to debrief ("How did it all go?
What did we learn?"), acknowledge each other, and celebrate a job well done.
\after-action review - ANS -members discuss what went right, what went wrong, and what could
have been done differently.
\Cohesion - ANS -the degree of camaraderie within the group.
\Collective efficacy - ANS -group's perception of its ability to successfully perform well
\Common Problems Faced by Teams - ANS --Challenges of Knowing Where to Begin
-Dominating Team Members
-Poor Performance of Team Members
-Poorly Managed Team Conflict
\cross-functional teams - ANS -individuals from different parts of the organization staff the team
(can be temporary or long-standing)
\empowered teams - ANS -teams that have the responsibility as well as the authority to achieve
their goals
\forming stage - ANS -the group comes together for the first time
\forming-storming-norming-performing model - ANS -Bruce Tuckman 4-stage map of group
evolution
\group - ANS -a collection of individuls
\Groupthink - ANS -tendency to avoid critical evaluation of ideas the group favors (common in
highly cohesive groups)
\Idea-generation tasks - ANS -creative tasks, such as brainstorming a new direction or creating
a new process
\norming stage - ANS -participantsestablish their own ground rules (or norms) and define their
operating procedures and goals.
\outcome interdependence - ANS -rewards that an individual receives depend on the
performance of others
\performing stage - ANS -participants are getting the work done, and pay greater attention to
how they are doing it.
\Pooled interdependence - ANS -team members may work independently and simply combine
their efforts to create the team's output
\Problem-solving tasks - ANS -coming up with plans for actions and making decisions
\Process loss - ANS -any aspect of group interaction that inhibits group functioning
\product development teams - ANS -team in charge of developing a new product
\production tasks - ANS -actually making something, such as a building, product, or a marketing
plan.
\reciprocal interdependence - ANS -team members working on each task simultaneously
\Self-managed teams - ANS -teams 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
adjourning phase - ANS -enhanced the model by adding a fifth and final stage
\adjourning stage - ANS -when a group is closed, time set aside to debrief ("How did it all go?
What did we learn?"), acknowledge each other, and celebrate a job well done.
\after-action review - ANS -members discuss what went right, what went wrong, and what could
have been done differently.
\Cohesion - ANS -the degree of camaraderie within the group.
\Collective efficacy - ANS -group's perception of its ability to successfully perform well
\Common Problems Faced by Teams - ANS --Challenges of Knowing Where to Begin
-Dominating Team Members
-Poor Performance of Team Members
-Poorly Managed Team Conflict
\cross-functional teams - ANS -individuals from different parts of the organization staff the team
(can be temporary or long-standing)
\empowered teams - ANS -teams that have the responsibility as well as the authority to achieve
their goals
\forming stage - ANS -the group comes together for the first time
\forming-storming-norming-performing model - ANS -Bruce Tuckman 4-stage map of group
evolution
\group - ANS -a collection of individuls
\Groupthink - ANS -tendency to avoid critical evaluation of ideas the group favors (common in
highly cohesive groups)
\Idea-generation tasks - ANS -creative tasks, such as brainstorming a new direction or creating
a new process
\norming stage - ANS -participantsestablish their own ground rules (or norms) and define their
operating procedures and goals.
\outcome interdependence - ANS -rewards that an individual receives depend on the
performance of others
\performing stage - ANS -participants are getting the work done, and pay greater attention to
how they are doing it.
\Pooled interdependence - ANS -team members may work independently and simply combine
their efforts to create the team's output
\Problem-solving tasks - ANS -coming up with plans for actions and making decisions
\Process loss - ANS -any aspect of group interaction that inhibits group functioning
\product development teams - ANS -team in charge of developing a new product
\production tasks - ANS -actually making something, such as a building, product, or a marketing
plan.
\reciprocal interdependence - ANS -team members working on each task simultaneously
\Self-managed teams - ANS -teams 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
