Describe the punctuated-equilibrium model of group development.

Describe the five-stage model of group development.

Five steps which can give a guarantee to growth and development:

· forming - The first stage in group development, characterized by much uncertainty.

· storming - The second stage in group development, characterized by intragroup conflict.

· norming - The third stage in group development, characterized by close relationships and cohesiveness.

· performing - The fourth stage in group development, when the group is fully functional.

· adjourning - The final stage in group development for temporary groups, where attention is directed toward wrapping up activities rather than task performance.

Describe the punctuated-equilibrium model of group development.

• The first meeting sets the group’s direction.

• The first phase of group activity is one of inertia.

• A transition takes place at the end of the first phase, which occurs exactly

when the group has used up half its allotted time.

• The transition initiates major changes.

• A second phase of inertia follows the transition.

• The group’s last meeting is characterized by high levels of productive activity.

The punctuated-equilibrium model characterizes deadline-oriented groups and teams as exhibiting long periods of inertia interspersed with brief revolutionary changes triggered primarily by members’ awareness of time and deadlines.

4. What are the characteristics of an effective team?

Characteristics of an Effective Team

· Clear purpose

· Informality

· Participation

· Listening

· Civilized disagreement

· Consensus decisions

· Open communication

· Clear rules and work assignments

· Shared leadership

· External relations

· Style diversity

· Self-assessment

5. How can team members harm their team?

· Refuse to share – often appears among team workers. In some cases not all members will be informed about meeting, something is hidden from others. Of course, this kind situation hurts condition of team working.

· Depend too much on the leader - sometimes leaders take a big place in team than they do. Members do not know how to act further because responsibilities of each member are unknown or not clear.

· Fail to follow through on decisions - usually even decision was made by team, it isn’t all. We can be successful only if we will realize it in reality. Committing and giving a high priority to decision leads to productivity of team.

· Hide conflict – team members should say if there any misunderstandings. Only from solving conflicts, from giving a clear understanding of why there are different views team can develop his abilities.

· Fail at conflict resolution - incorrect words, wrong relationship hurts team also.

· Form subgroups – team is like one family who have a big joined dream. To achieve defining goals we should act together. Dividing into subgroups not suitable for team working.

6. What is the difference between task-oriented roles and maintenance roles?

There are different tasks and responsibilities among roles.

Task-oriented roles can be described in the following:

· Initiating

· Seeking information and opinions

· Providing information and opinions

· Clarifying

· Elaborating

· Summarizing

· Consensus testing

Maintenance roles keep harmony among team employees:

· Harmonizing

· Compromising

· Gatekeeping

· Encouraging

7. What are the effects of team size on performance?

4 - 5 members in team are perfect for further achievement. In designing effective teams, managers should try to keep the number of members at less than 10. If a work unit is larger and you want a team effort, consider breaking the unit into subteams.

8. How can a team minimize social loafing?

social loafing - The tendency of individuals to expend less effort

when working collectively than when working individually. To reduce social loafing, teams should not be larger than necessary, and individuals should be held accountable for their actions.

ü Members’ Preference for Teamwork - abilities, personalities and skills of team player should be considered in job engagement.

ü Member Flexibility - selecting members who themselves

value flexibility, then cross-training them to be able to do each other’s jobs, should lead to higher team performance over time.

Дата добавления: 2015-11-14