FINAL HRM 360 || 100% Verified Solutions.
FORMAL GROUP correct answers a designated work group defined by an organization's
structure.
INFORMAL GROUP correct answers a group that is neither formally structured nor
organizationally determined; such a group appears in response to the need for social contact.
COMMAND GROUP correct answers a group composed of the individuals who report directly
to a given manager.
TASK GROUP correct answers people working together to complete a job task.
INTEREST GROUP correct answers people working together to attain a specific objective with
which each is concerned.
FRIENDSHIP GROUP correct answers people brought together because they share one or more
common characteristics.
WHY DO PEOPLE JOIN GROUPS correct answers for security, status, self-esteem, affiliation,
power, goal achievement.
STAGES OF GROUP DEVELOPMENT correct answers forming, storming, norming,
performing, and adjourning. F- meeting, duties discussion, contact information,
mission/objective, skills, and the highest performing teams spend more time at this stage than
other performing teams. S-when conflict/debates arise about how to precede with the project. An
unhealthy team will not have storming. This is bad because more than one person isn't speaking
up, or one person is dominating. If your team isn't storming, make it storm. If there is no debate,
start one. A rational debate about all the approaches your team can take. N- products of the
storm. Unwritten rules for what the team is going to do. This leads to work. P- rooted in the
norms, work to complete the project. A-after the team is all done, maybe feedback, networking.
, This is key to make individuals/groups to be better. Least likely to be done and most likely to
help teams=debriefing session.
MODEL OF PUNCTUATED EQUILIBRIUM correct answers came from evolutionary biology
where there was a long period of equilibrium then there is a punctuated change. Then there was a
period of equilibrium and a punctuated change. Lots of species follow this kind of pattern, teams
seem to demonstrate this kind of pattern. There is remarkable consistency about when the
punctuality occurs, and usually you have another job other than the team so the beginning seems
to be slow. Ex: you have 6 months to complete the project and after one month as the manager
you check up and find nothings been done. What do you do? Wait another 2 months and see if
they have done more, or move up the deadline by 2 months and see what they do.
COSTS OF TEAM WORK correct answers sacrificing your individual notion while getting
quality work/keeping some individualism/collectivism. Organizations have a constant dilemma
between having groups while not risking the individual notion, and getting quality work from it.
AD HOC TEAMS correct answers a team built for a specific project and then disappear.
Typically the project is your second job. Researchers determined that healthy teams went through
5 stages of development: forming storming, norming, performing, and adjourning.
ROLE IDENTITY correct answers certain attitudes and behaviors consistent with a role. A set of
expected behavior patterns attributed to someone occupying a given position in a social unit. We
are all required to play a number of roles, and our behavior varies with the role we are playing,
so different groups impose different role requirements on individuals.
ROLE PERCEPTION correct answers an individual's view or how he or she is supposed to act in
a given situation. We get these perceptions from stimuli all around us-friends, books, television.
ROLE EXPECTATIONS correct answers how others believe a person should act in a given
situation. How you should behave is determined to a large extent by the role defined in the
context in which you are acting. Psychological contract is an unwritten agreement that exists
between employees and their employer. This sets out mutual expectations-what management
expects from workers and vice versa When role expectations is implied through psychological
contract are not met we can expect negative repercussions on employee performance and
FORMAL GROUP correct answers a designated work group defined by an organization's
structure.
INFORMAL GROUP correct answers a group that is neither formally structured nor
organizationally determined; such a group appears in response to the need for social contact.
COMMAND GROUP correct answers a group composed of the individuals who report directly
to a given manager.
TASK GROUP correct answers people working together to complete a job task.
INTEREST GROUP correct answers people working together to attain a specific objective with
which each is concerned.
FRIENDSHIP GROUP correct answers people brought together because they share one or more
common characteristics.
WHY DO PEOPLE JOIN GROUPS correct answers for security, status, self-esteem, affiliation,
power, goal achievement.
STAGES OF GROUP DEVELOPMENT correct answers forming, storming, norming,
performing, and adjourning. F- meeting, duties discussion, contact information,
mission/objective, skills, and the highest performing teams spend more time at this stage than
other performing teams. S-when conflict/debates arise about how to precede with the project. An
unhealthy team will not have storming. This is bad because more than one person isn't speaking
up, or one person is dominating. If your team isn't storming, make it storm. If there is no debate,
start one. A rational debate about all the approaches your team can take. N- products of the
storm. Unwritten rules for what the team is going to do. This leads to work. P- rooted in the
norms, work to complete the project. A-after the team is all done, maybe feedback, networking.
, This is key to make individuals/groups to be better. Least likely to be done and most likely to
help teams=debriefing session.
MODEL OF PUNCTUATED EQUILIBRIUM correct answers came from evolutionary biology
where there was a long period of equilibrium then there is a punctuated change. Then there was a
period of equilibrium and a punctuated change. Lots of species follow this kind of pattern, teams
seem to demonstrate this kind of pattern. There is remarkable consistency about when the
punctuality occurs, and usually you have another job other than the team so the beginning seems
to be slow. Ex: you have 6 months to complete the project and after one month as the manager
you check up and find nothings been done. What do you do? Wait another 2 months and see if
they have done more, or move up the deadline by 2 months and see what they do.
COSTS OF TEAM WORK correct answers sacrificing your individual notion while getting
quality work/keeping some individualism/collectivism. Organizations have a constant dilemma
between having groups while not risking the individual notion, and getting quality work from it.
AD HOC TEAMS correct answers a team built for a specific project and then disappear.
Typically the project is your second job. Researchers determined that healthy teams went through
5 stages of development: forming storming, norming, performing, and adjourning.
ROLE IDENTITY correct answers certain attitudes and behaviors consistent with a role. A set of
expected behavior patterns attributed to someone occupying a given position in a social unit. We
are all required to play a number of roles, and our behavior varies with the role we are playing,
so different groups impose different role requirements on individuals.
ROLE PERCEPTION correct answers an individual's view or how he or she is supposed to act in
a given situation. We get these perceptions from stimuli all around us-friends, books, television.
ROLE EXPECTATIONS correct answers how others believe a person should act in a given
situation. How you should behave is determined to a large extent by the role defined in the
context in which you are acting. Psychological contract is an unwritten agreement that exists
between employees and their employer. This sets out mutual expectations-what management
expects from workers and vice versa When role expectations is implied through psychological
contract are not met we can expect negative repercussions on employee performance and
