Enter Category Name
adjourning
The fifth stage of Tuckman's Group Evolution Model that describes groups who have accomplished their primary mission objectives, membership changes, and / or facing other challenges that cause the group to end or need to reform
cohesion
The degree of camaraderie within a group and that allows the group to act as a single unit
Likert System
A system of classifying organizations based on leadership style, communication flow, and decision-making location
norming
The third stage of Tuckman's Group Evolution Model that describes groups that have managed to overcome early conflict and dis-functionality with formal and informal working relationships and processes
work group
Made up of two or more individuals whose structure, mission, and efforts based strongly on individual responsibilities and work
high-performing team
Made up of two or more individuals whose structure, mission, and efforts based strongly on collaborative and shared work among its members
self-managed team
Team without an externally named manager and whose members decide how the team will accomplish its work and coordinate with others
empowered team
Team that have the responsibility and authority to achieve their goals
social loafing
The term applied to phenomena where individuals use group context and situation to put in less work than they may as an individual
task-related role
Individuals on a team whose goals and activities are to move work effort of the group as a unit forward
goal congruency
The phenomena that describes that productivity and job satisfaction increases and conflict and attrition deceases with increasing overlap between an individual's and an organization's values
matrix structure
An organizational structure that uses multiple concurrent management to worker reporting lines typically organized by functional hierarchies and product / project hierarchies
virtual structure
An organizational structure made up of workers who participate in the business operations but who externally part of other organizations
active resistance
Those who engage in preventing change through structural and social mechanisms
passive resistance
Those who oppose change through indirect measures such as delays, low productivity, and turnover
small wins
Visibly rewarded practices that demonstrate management support of change
boundary-spanning roles
Individuals on a team whose goals and activities help connect them externally
subculture
Organization cultures that arise in different divisions of a broader organization because of individual personalities (manager / workers), nature of work, and other conditions
compliance
Those who allow change but do not actively support
Bruce Tuckman
Associated with multiple stage model of group behavior within teams
Tuckman Group Development Model
Forming-Storming-Norming-Performing-Adjourning
Daft Life-Cycle Stage Model
Describes different stages that an organization may experience as it focuses on different challenges that require different leadership, structures, policies, and procedures to succeed and may identify other characteristics to be expected of the organization
formalization stage
Describes a life-cycle stage (as theorized by Daft) of an organization focused on stability that has bureaucratic structures, policies, and procedures; many products / services though similar domains; and standardized rewards
elaboration stage
Describes a life-cycle stage (as theorized by Daft) of an organization focused on institutionalizing growth by facilitating new organizational structures, policies, and procedures that recognize unique differences of each product / service business domain
collectivity stage
Describes a life-cycle stage (as theorized by Daft) of an organization focused on growth that is forming formal structures, policies, and procedures; single or few product / service lines; and standardizing rewards