Chapter 8jutfutr

7/28/2019 Chapter 8jutfutr

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action teams

perform tasks that are normally

limited in duration. however those

tasks are quite complex & take

place in contexts that are either

highly visible to an audience or of a

highly challenging nature

adjourning

members experience anxiety

and other emotions as they

disengage and ultimately

separate from the team

autocratic style

the leader makes the decision

alone without asking for the

opinions or suggestions of the

employees in the work unit

bargaining

the goal is for each party

to walk away feeling like

it has gained something

of value

bodily-kinesthetic

control of one's bodily

motions, sense of timing,

good reflexes, good at

physical activities


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centralization

reflects where

decisions are formally

made in organization

ceremonies

formal events,

generally performed in

front of an audience

chain of command

within an organization

signifies formal

authority relationships

closing & commitment

entails the process of

formalizing an agreement

reached during the

previous stage

consultative style

the leader presents the problem to

individual employees, asking for

their opinions & suggestions before

ultimately making the decision him-

or herself


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decoding

process of the receiver

understanding the

message that was sent

by the source

delegative style

the leader gives an individual

employees or a group of employees

the responsibility for making the

decisions within some set of

specified boundary conditions

encoding

selecting that way that one

says something. It can be

through speech, symbols,

words, pictures, etc.--done by

the source

exchanging

information

each party makes a case for

its position and attempts to

put all favorable

information on the table

existential spiritual or religious


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explicit knowledge

the kind of information you are

likely to think about when you

picture someone sitting down at a

desk to learn--relatively easy to

communicate

facilitative style

the leader presents the problem to a

group of employees and seek

consensus on a solution, making

sure that his or her own opinion

receives no more weight that

anyone else's

forming

try to understand the

boundaries in the team

& get a feel for what is

expected of them

interpersonal

interacting with others,

sensitivity to other's moods,

feelings, temperaments &

motivations, & can cooperate

well with others

intrapersonal

self reflective capacities,

knowing what your strengths

& weaknesses are, & knowing

yourself indepthly--reactions

&


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language

the jargon, slang &

slogans used within the

walls of an organization

learning

reflects relatively permanent

changes in an employee's

knowledge or skill that result from

experience--the more they learn the

more that they will be able to apply

to the job

linguistic

words, spoken or written, like

reading, writing, telling stories, &

memorizing words & dates, learn

foreign languages easier, high

verbal memory & recall

logical-mathematical

critical thinking,

reasoning, abstractions

& math

management teams

designed to be relatively

permanent--departments

or functional areas, help

achieve long term goals


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musical

sensitivity to sounds, rhythms,

tones and music, good pitch &

can sing & play instruments or

compose music

naturalistic

nurturing & knowing

information about

natural surroundings

negotiation

a process in which two or more

interdependent individuals discuss

and attempt to come to an

agreement about their different

preferences

norming

remain committed to ideas,

triggers conflict that affects

some relationships & harms

the team's progress

organizational culture

the shared social knowledge

within an organization

regarding the rules, norms and

values hat shape the attitudes

and behaviors of its employees


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organizational

structure

formally dictates how jobs and

tasks are divided and

coordinated between

individuals and groups within

the company

parallel teams

composed of members from various

jobs who provide recommendations

to managers about important issues

that run 'parallel' to the

organizations production process

performing

members are comfortable

working within their roles

and the team makes

progress towards goal

physical structure

includes the

organization's buildings

& internal office

designs

preparation

each party determines what its

goals are for the negotiation

and whether or not the other

party has anything to offer


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project teams

formed to take on "one-time" tasks

that are generally complex &

require a lot of input from members

with different types of training &

expertise.

rituals

the daily or weekly

planned routines that

occur

spacial

spatial judgment and the

ability to visualize with

the mind's eye, also good

with puzzles

span of control

represent how many

employees the manager

is responsible for in the

organization

stories

anecdotes, accounts,

legends & myths that are

passed down from

cohort to cohort


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storming

remain committed to ideas,

triggers conflict that affects

some relationships & harms

the team's progress

symbols

can be found throughout

an organization--

corporate logo, website

images...

tacit knowledge

what employees can

typically learn only

through experience

team

consists of two or more people who

work interdependently over some

time period to accomplish common

goals related to some task- oriented

purpose

work specialization

the degree in which

tasks in a n organization

are divided into separate

jobs


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work teams

designated to be relatively

permanent--produce goods or

provide services, full-time

commitment required.

Chapter 8jutfutr

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