-conflict.
-uncertainty.
-group cohesiveness.
-empowerment.
-adjournment.
-production
-relational
-task
-maintenance
-social
-Informal groups can advance or undercut the -plans of formal groups.
-Members of an informal group are assigned to it by the skills they possess.
-Informal groups are primarily created to solve an organizational problem.
-Informal groups have appointed leaders.
-A temporary committee is an example of an informal group.
-virtual team.
-formal group.
-cross-functional team.
-informal group.
-self-managed team.
-creativity
-political infighting
-dissatisfaction
-indecision
-lack of teamwork
-missed deadlines
-lack of creativity
-indecision
-violence and workplace aggression
-apathy
-accommodating
-collaborating
-compromising
-avoiding
-forcing
-improved workplace cohesiveness
-increased stress
-increased speed
-reduced destructive internal competition
-reduced costs
-delegate administrative oversight of work scheduling and customer interaction.
-control the team’s staffing and scheduling.
-offer lucrative individual bonuses.
-allow members to fire their team members.
-provide elaborate retreats for team discussions.
-“What’s next?”
-“Why are we fighting about who does what?”
-“Can we agree on roles and work as a team?”
-“Why are we here?”
-“Can we do the job properly?”
-inconsistent goals or reward systems
-lack of diversity
-too many resources
-excessive communication
-strict job boundaries
-work scheduling.
-customer service.
-shop-floor procedures.
-hiring and firing.
-customer interaction.
-“What do the others expect me to do?”
-“What’s my role here?”
-“How do I fit in here?”
-“What’s next?”
-“How can I best perform my role?”
-unanimity
-collaboration
-trust
-roles
-norms
-have an awards ceremony.
-get the group disbanded quickly to free people up for new things.
-emphasize unity.
-provide opportunities for people to get to know one another better now.
-ensure those members can work on similar tasks going forward.
-to create cohesiveness.
-to help the group survive.
-to help individuals avoid embarrassing situations.
-to clarify role expectations.
-to emphasize the organization’s important values and identity.
-forcing
-accommodating
-compromising
-avoiding
-collaborating
-norming
-adjourning
-storming
-performing
-forming
-the work gets done.
-the focus generally is on social loafing.
-someone wins the political battle and dominates the group.
-they develop groupthink.
-a respected member other than the leader challenges the group to resolve power struggles.
-Require all team members to work on the same schedule—say, Monday through Friday, from 9 a.m. until 6 p.m.
-Make sure that the majority of your team members are junior-level staffers who have no more than a year’s tenure at the company.
-Check in regularly, but resist the urge to micromanage.
-Avoid face-to-face communication and convey information primarily through email and texts.
-Meet with each individual member of the team at least twice a week.
-production team
-virtual team
-project team
-product team
-advice team
-lack of trust.
-ambiguous jurisdictions.
-inconsistent goals.
-communication failure.
-clash of personality, values, and attitudes.
-establish permanent control.
-allow people to socialize and become acquainted.
-work through team conflicts.
-empower team members.
-encourage disagreement.
-adjourning
-storming
-performing
-forming
-norming
-set goals that focus on team members’ personal enrichment.
-set up large teams composed of employees from different departments across the organization.
-make sure the worker is keeping to a fixed schedule of hours.
-give directions only by phone or in person.
-meet regularly, face-to-face.