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18. What are some of the rules and procedures that are relevant for ensuring success in virtual
meetings?

zones in setting meeting times
make sure connection information is dispersed in a timely fashion have documents prepared in a format for electronic distribution ahead of time test technology ahead of time provide an outline/agenda discuss expectations

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8. How do the strategies for managing formal groups differ from those for managing informal
groups?

make members aware of value
inform members of roles
• share how a member's contributions benefit the organization
communicate expectations
• keep communication lines open so that members are informed
support the group with superiors Informal
recognize that cohesiveness will increase if the group feels threatened respect individual member confidences and individuality ask for input on decisions recognize some members may not work well within formal channels acknowledge the influence members may have use a key member to facilitate the flow of information in the group

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17. Identify five strategies to ensure meetings are effective and result in teams moving initiatives forward.

• match the right people to the right issues
manage group size create roles for team members document meetings always start meetings on time have an agenda clarify next steps manage time distribute follow-up meeting minutes

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12. How do trust and cohesiveness affect team performance?

Trust requires give and take on the part of team members members need to have faith in one another leader or manager needs to facilitate towards success team members gain by taking the following actions while working together:
admitting limitations owning mistakes sharing information
exercising self-control and encouraging participation
• Zand's Trust Model Cohesiveness
affects a group's satisfaction and performance influences the group norms managers need to use team leaders to facilitate cohesion through task structuring a cohesive team results in:
more satisfied members
• members who are committed to the outcome and stay with the group
a positive workplace environment

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14. Define "groupthink" as it relates to team performance.

groupthink focuses on conformity within in a team and occurs as a result of low levels of confidence and trust symptoms of groupthink include
rationalization unquestioned beliefs stereotyping illusion of invulnerability peer pressure self-censorship and unanimity
mindguards decision-making impact of groupthink
few alternatives identified . little or no review of preferred or rejected alternatives . selective bias of new information
lack of contingency plans strategies for overcoming groupthink . practice impartiality
weight participation encourage open communication seek outside opinions

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6. What role do group norms play in influencing members of a team?

individuals who deviate from the group norm may be pressured by other group mem bers to conform, which can impact innovation or creativity within a group

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How does purpose play a role in a team's success?

The team's purpose serves to clarify why there is a need for this group. To ensure a team can achieve its purpose, team members need to be given direction on:
• what to accomplish
• how they will know when they are successful and have reached their goal
who the target audience is what the consequences are for failure

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13. Identify behaviors that result in ineffective group performance.

• no clear sense of purpose
goals/objectives are not set
• formality of the group causes members to not want to participate
there is unequal member participation team members have poor listening skills there is a lack of openness and healthy conflict trust and communication are lacking
· fear of reprisal

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2. When groups start to transition to working teams, what do individuals within the team expect in this environment?

• mutual respect
equal contributions a nonthreatening place to exchange ideas adjusting focus when needed without placing blame effective leadership leader to handle problem solving, facilitation of the team, and decision making clear roles and responsibilities open communications channels a sense of unity
clarity on the value of the team
• an understanding of the value of individual conflict
• opportunity for creativity and innovation

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9. Identify and discuss the roles that various members may take on in an informal group
network.

• the star
. "go to," popular member
• the liaison
provides group cohesiveness; link among subgroups the bridge
• knows individual group members well and, as a result, can help managers resolve
conflicts that may occur within the group the gatekeeper . offers current trends and links the group to the outside world the isolate
. removes him or herself from the network

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10. What are the five stages of team development?

forming . focused on member behaviors, motivations, group commitments
leaders begin to emerge
roles and tasks defined storming
interpersonal conflicts occur . tasks and functions organized
• group norms and expected behaviors established
• role redefinition norming . cohesiveness begins to occur vs. groupthink
Managing the Organization
members exchange ideas, feedback
establish a group identity leader becomes a listener
constructive conflict performing
interdependence occurring
effective communication and problem solving . cooperation and trust among members adjourning
dissolving of the team when goals achieved members move on to new opportunities

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16. There are many types of meetings that are both formal and informal and play a role in
building effective teams. Identify and describe three different types of meetings and how they contribute to effective teams.

• routine meetings
• scheduled for discussion and planning . informal in nature
can be boring for staff given that they follow a scheduled pattern to be effective for teams, these meetings should - have a defined objective - be necessary in order to meet the objective - include key participants needed to achieve the objective - provide details of objective in advance
- manage time required with individual needs for participation
• information-sharing meetings
conducted to communicate information
may be coaching or training sessions
• often include management or client presentations, details on projects
not designed to result in actions action-oriented meetings have a purpose and goal to accomplish used to determine actions necessary to achieve goals

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7. In order to manage a group effectively, what does a manager need to do?

share information create opportunities for members to excel build confidence in members remove barriers to individual success provide necessary resources resolve conflicts quickly

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15. Discuss social loafing and the role it plays in team performance.

social loafers hide themselves within a team and let others do the bulk of the work groups with strong individual values tend to encourage loafers as these groups are focused on individual vs. team concerns occurs when there is a lack of clear definition for individual team roles and responsi bilities results in all members not contributing equally strategies to overcome social loafing . clarify team member roles/responsibilities . track and record all members' accomplishments/contributions

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5. What traits are associated with informal groups?

Informal groups tend to:
experience changing leadership roles often be formed to develop relationships fulfill personal needs fulfill sanctioned as well as unsanctioned organizational needs form as new problems surface

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1. What are several of the most common characteristics of well-established groups?

they demand loyalty and conformity they may restrict individuality
they can discourage innovators and creative thinkers
• they might expel members who cannot follow the rules
they have a majority rule they often ignore addressing most causes of conflicts

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11. Review the keys to a supportive team environment.

cooperation . required for a productive team
efforts are integrated to achieve a collective objective collaboration
occurs in groups in a more mature phase of team development (e.g., performing )
where communication is effective and trust exists
• members share responsibility for outcomes coordination
ability of members to interact effectively with one another organization of individual tasks to meet team goal

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4. What traits are unique to formal groups?

Formal groups tend to:
have a designated leader be managed by task offer members little or no input function within strict rules and procedures meet at scheduled times
provide limited meeting agendas have limited influence within the larger organization