Garantie de satisfaction à 100% Disponible immédiatement après paiement En ligne et en PDF Tu n'es attaché à rien
logo-home
Samenvatting CH12 Team Process and Communication - Organizational Behavior €3,39   Ajouter au panier

Resume

Samenvatting CH12 Team Process and Communication - Organizational Behavior

 6 vues  0 fois vendu

Samenvatting CH12 Team Process and Communication uit het boek 'Organizational behavior 5th edition' voor het vak Psychologen aan het werk.

Aperçu 2 sur 5  pages

  • Non
  • Hoofdstuk 12
  • 5 mai 2021
  • 5
  • 2017/2018
  • Resume
book image

Titre de l’ouvrage:

Auteur(s):

  • Édition:
  • ISBN:
  • Édition:
Tous les documents sur ce sujet (13)
avatar-seller
Psychologie123
Teams: Processes and Communication
The effectiveness of organizations depends to a large extent on the activities and interactions that occur
within teams as they move toward their task-related objectives.
Team process: Refers to the different types of communication, activities and interactions that occur within
teams that contribute to their ultimate end goals.

Team characteristics [Member diversity, task interdependence, team size, …]  Team process and
communication  Team effectiveness



WHY ARE SOME TEAMS MORE THAN THE SUM OF THEIR PARTS?
Process gain: Getting more from the team than you would expect according to the capabilities of its
individual members. [=Synergy]
Process loss: Getting les rom the team than you would expect based on the capabilities of its individual
members.
What factors conspire to create process loss?:
1. Members in teams have to work to not only accomplish their own tasks, but also coordinate their
1 activities
Chapter with
12: Teams the activities
– Processes of their teammates .
and Communication

Coordination loss: Because (↑) consumes energy and time that otherwise could be devoted to
the task activity, although this extra effort focused on integrating work is a
necessary aspect of the team experience.

Production blocking: Occurs when members have to wait on one another before they can do
their part of the team task.

2. Motivational loss: The loss in team productivity that occurs when team members don’t work as
hard as they could.
Explanation: It’s quite difficult to gauge exactly how much each team member contributes to the
team. Over time it is difficult to keep accounting of who does what.

3. Members of teams don’t always work together at the same time as a unit.
Social Loafing: Member can feel themselves less accountable for team outcomes. Causing them
to exert less effort when working on team tasks than they would if they worked
alone on those same tasks.

, Taskwork processes:
Taskwork processes: Are the activities of team members that relate directly to the accomplishment of
team tasks.

Taskwork occurs any time that team members interact with the tools or technologies that are used to
complete their work.
Three types of taskwork processes are crucially important:
- Creative behavior
- Decision making
- Boundary spanning

A. Creative behavior
Activities are focused on generating novel and useful ideas and solutions.
Driven by the creativity of individual employees
Affected by characteristics such as conformity and attention to detail
Environment is also very important

Example: Brainstormen

B. Decision making

What factors account for a team’s ability to make accurate and effective decisions?
2 Chapter 12: Teams – Processes and Communication

1. Decision infirmity: Reflects whether members possess adequate information about their own task

responsibilities.

2. Staff Validity: Refers to the degree to which members make good recommendations to the leader

(A team can still possess all the information needed, but then fail because of lack of
ability or insight)

3. Hierarchical sensitivity: Reflects the degree to which the leader effectively weighs the
recommendations of the members

C. Boundary spanning
Involves three types of activities with individuals and groups other than those who are considered
part of the team

1. Ambassador activities: Refer to communications that are intended to protect the team, persuade
others to support the team or obtain important resources from the team.

2. Task coordinator activities: Involve communications that are intended to coordinate task-related
issues with people or groups in other functional areas.

Les avantages d'acheter des résumés chez Stuvia:

Qualité garantie par les avis des clients

Qualité garantie par les avis des clients

Les clients de Stuvia ont évalués plus de 700 000 résumés. C'est comme ça que vous savez que vous achetez les meilleurs documents.

L’achat facile et rapide

L’achat facile et rapide

Vous pouvez payer rapidement avec iDeal, carte de crédit ou Stuvia-crédit pour les résumés. Il n'y a pas d'adhésion nécessaire.

Focus sur l’essentiel

Focus sur l’essentiel

Vos camarades écrivent eux-mêmes les notes d’étude, c’est pourquoi les documents sont toujours fiables et à jour. Cela garantit que vous arrivez rapidement au coeur du matériel.

Foire aux questions

Qu'est-ce que j'obtiens en achetant ce document ?

Vous obtenez un PDF, disponible immédiatement après votre achat. Le document acheté est accessible à tout moment, n'importe où et indéfiniment via votre profil.

Garantie de remboursement : comment ça marche ?

Notre garantie de satisfaction garantit que vous trouverez toujours un document d'étude qui vous convient. Vous remplissez un formulaire et notre équipe du service client s'occupe du reste.

Auprès de qui est-ce que j'achète ce résumé ?

Stuvia est une place de marché. Alors, vous n'achetez donc pas ce document chez nous, mais auprès du vendeur Psychologie123. Stuvia facilite les paiements au vendeur.

Est-ce que j'aurai un abonnement?

Non, vous n'achetez ce résumé que pour €3,39. Vous n'êtes lié à rien après votre achat.

Peut-on faire confiance à Stuvia ?

4.6 étoiles sur Google & Trustpilot (+1000 avis)

80467 résumés ont été vendus ces 30 derniers jours

Fondée en 2010, la référence pour acheter des résumés depuis déjà 14 ans

Commencez à vendre!
€3,39
  • (0)
  Ajouter