University of Georgia Building Trust in Workplaces Discussion

University of Georgia

Question Description

I’m working on a Management question and need guidance to help me study.

This assignment requires writing a Word document addressing the two parts below. Please limit your submission to between one to two double spaced pages, and use proper grammar and sentence structure. If you use any sources for this assignment, please cite the sources at the end of your paper.

Part 1: Review the attachment "Ways for Trust to Flourish in the Workplace". Which of the 10 key points identifies your greatest opportunity for improvement and which points are your greatest strengths. Please provide details to support both positions.

Part 2: After reviewing the attachment "Ways for Trust to Flourish in the Workplace", think of a leader that you have worked with or worked for that demonstrated the key attributes of trust in the workplace and share what traits they practiced that made you respect them.

Please see attachments.

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Group Dynamics for Teams 5th Edition SAGE was founded in 1965 by Sara Miller McCune to support the dissemination of usable knowledge by publishing innovative and high-quality research and teaching content. Today, we publish more than 850 journals, including those of more than 300 learned societies, more than 800 new books per year, and a growing range of library products including archives, data, case studies, reports, and video. SAGE remains majority-owned by our founder, and after Sara’s lifetime will become owned by a charitable trust that secures our continued independence. Los Angeles | London | New Delhi | Singapore | Washington DC Group Dynamics for Teams 5th Edition Daniel Levi California Polytechnic State University, San Luis Obispo Los Angeles London New Delhi Singapore Washington DC Copyright © 2017 by SAGE Publications, Inc. All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. FOR INFORMATION: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: order@sagepub.com SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London, EC1Y 1SP United Kingdom SAGE Publications India Pvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Asia-Pacific Pte. Ltd. 3 Church Street #10–04 Samsung Hub Singapore 049483 Acquisitions Editor: Lara Parra Development Editor: Nathan Davidson Editorial Assistant: Morgan McCardell Production Editor: Veronica Stapleton Hooper Copy Editor: Janet Ford Typesetter: Hurix Systems Pvt. Ltd. Proofreader: Dennis W. Webb Indexer: Sheila Bodell Cover Designer: Rose Storey Marketing Manager: Shari Countryman Leading Virtual Teams icon from iStock 16635106. Printed in the United States of America ISBN: 978-1-4833-7834-3 This book is printed on acid-free paper. 15 16 17 18 19 10 9 8 7 6 5 4 3 2 1 Brief Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Acknowledgments About the Author Introduction PART I: CHARACTERISTICS OF TEAMS 1. Chapter 1. Understanding Teams 2. Chapter 2. Defining Team Success PART II: PROCESSES OF TEAMWORK 1. Chapter 3. Team Beginnings 2. Chapter 4. Understanding the Basic Team Processes 3. Chapter 5. Cooperation and Competition 4. Chapter 6. Communication PART III: ISSUES TEAMS FACE 1. Chapter 7. Managing Conflict 2. Chapter 8. Power and Social Influence 3. Chapter 9. Decision Making 4. Chapter 10. Leadership 5. Chapter 11. Problem Solving 6. Chapter 12. Creativity 7. Chapter 13. Diversity PART IV: ORGANIZATIONAL CONTEXT OF TEAMS 1. Chapter 14. Team, Organizational, and International Culture 2. Chapter 15. Virtual Teamwork 3. Chapter 16. Evaluating and Rewarding Teams 4. Chapter 17. Team Building and Team Training Appendix: Guide to Student Team Projects References Index Detailed Contents Acknowledgments About the Author Introduction PART I: CHARACTERISTICS OF TEAMS Chapter 1. Understanding Teams Learning Objectives 1.1 Defining Groups and Teams 1.2 Purposes and Types of Teams How Teams Are Used by Organizations Classifying Teams 1.3 Why Organizations Use Teams Job Characteristics Organizational Characteristics 1.4 History of Teams and Group Dynamics Foundations of Teamwork Foundations of Group Dynamics Leading Virtual Teams: Virtual Meetings and Virtual Collaboration—Selecting Technologies to Use for Your Team Summary Team Leader’s Challenge 1 Survey: Attitudes Toward Teamwork Activity: Working in Teams Chapter 2. Defining Team Success Learning Objectives 2.1 Nature of Team Success Completing the Task Developing Social Relations Benefiting the Individual 2.2 Conditions for Team Success Team Composition Characteristics of the Task Group Process Organizational Context 2.3 Characteristics of Successful Teams 2.4 Positive Psychology View of Team Success 2.5 Using Teams in the Workplace Benefits of Teamwork Problems of Teamwork When the Use of Teams Becomes a Fad Summary Team Leader’s Challenge 2 Activity: Understanding Team Success PART II: PROCESSES OF TEAMWORK Chapter 3. Team Beginnings Learning Objectives 3.1 Stages of Teamwork Group Development Perspective Project Development Perspective Cyclical Perspective Implications of Team Development Stages 3.2 Group Socialization 3.3 Team Goals Value and Characteristics of Goals Hidden Agendas 3.4 Team Norms How Norms Are Formed Impact of Team Norms 3.5 Application: Jump-Starting Project Teams Team Warm-Ups Project Definitions and Planning Team Contract Leading Virtual Teams: Starting a Virtual Team Summary Team Leader’s Challenge 3 Activity: Observing Team Norms Activity: Developing a Team Contract Chapter 4. Understanding the Basic Team Processes Learning Objectives 4.1 Motivation Social Loafing Increasing Team Motivation 4.2 Group Cohesion How Cohesion Affects the Team’s Performance Building Group Cohesion 4.3 Team Roles Role Problems Types of Team Meeting Roles 4.4 Task and Social Behaviors Value of Social Behaviors 4.5 Team Adaptation and Learning Reflexivity Using Feedback Group Process Observations Leading Virtual Teams: Motivating Participation in Virtual Meetings Summary Team Leader’s Challenge 4 Activity: Observing Task and Social Behaviors Chapter 5. Cooperation and Competition Learning Objectives 5.1 Teamwork as a Mixed-Motive Situation 5.2 Why Are People in Teams Competitive? Culture Personality Organizational Rewards 5.3 Problems With Competition Communication and Goal Confusion Intergroup Competition When Is Competition Appropriate? 5.4 Benefits of and Problems With Cooperation Benefits of Cooperation Problems With Cooperation Competitive Versus Cooperative Rewards 5.5 Application: Encouraging Cooperation Common Goals Rebuilding Trust and Communication Encouraging Altruistic Norms Negotiating Cooperation Leading Virtual Teams: Building Trust and Social Relationships Summary Team Leader’s Challenge 5 Survey: Cooperative, Competitive, or Individualistic Orientation Activity: Understanding Competitive Versus Cooperative Goals Chapter 6. Communication Learning Objectives 6.1 Communication Process Verbal Communication Nonverbal Communication Communication Within Teams 6.2 Flow of a Team’s Communications Dysfunctional Information Processing Within the Team Gender and Communication Building Trust Psychological Safety Communication Climates 6.3 Emotional Intelligence 6.4 Facilitating Team Meetings 6.5 Communication Skills for Team Meetings Leading Virtual Teams: Running Virtual Meetings to Ensure Everyone Is Following the Agenda and People Arrive at the Same Understanding Summary Team Leader’s Challenge 6 Survey: Team Emotional Intelligence Activity: Observing Communication Patterns in a Team PART III: ISSUES TEAMS FACE Chapter 7. Managing Conflict Learning Objectives 7.1 Conflict Is Normal 7.2 Sources of Conflict 7.3 Impact of Conflict Benefits of and Problems With Conflict Conflict in Work Teams Conflict Management 7.4 Conflict Resolution Approaches Two Dimensions of Conflict Comparing Different Approaches to Conflict Resolution 7.5 Managing Team Conflicts Preparing for Conflicts Facilitating Conflicts Virtual Team Conflicts Negotiating Conflicts Leading Virtual Teams: Reducing Conflict and Developing Collaboration Summary Team Leader’s Challenge 7 Survey: Conflict Resolution Styles Activity: Observing Conflict Resolution Styles Chapter 8. Power and Social Influence Learning Objectives 8.1 Definitions of Power and Social Influence Conformity Obedience 8.2 Types of Power Bases of Power Influence Tactics 8.3 Power Dynamics Status and the Corrupting Effect of Power Unequal Power in a Team Minority Influence Impact of Interdependence 8.4 Empowerment Degrees of Empowerment Programs Successful Empowerment Programs 8.5 Application: Acting Assertively Power Styles Use of Power Styles Encouraging Assertiveness Leading Virtual Teams: Ensuring Dissenting Voices Are Heard and Empowering the Team Summary Team Leader’s Challenge 8 Activity: Using Power Styles—Passive, Aggressive, and Assertive Chapter 9. Decision Making Learning Objectives 9.1 Value of Group Decision Making Advantages and Disadvantages of Group Decision Making When Are Group Decisions Superior to Individual Decisions? 9.2 Approaches to Group Decision Making Evaluating Group Decision-Making Approaches Normative Decision-Making Theory 9.3 Decision-Making Problems Causes of Group Decision-Making Problems Group Polarization Groupthink 9.4 Decision-Making Techniques Nominal Group Technique Delphi Technique Ringi Technique Evaluation of Decision-Making Techniques 9.5 Application: Consensus Decision Making Leading Virtual Teams: Encouraging Agreement on a Decision Summary Team Leader’s Challenge 9 Activity: Making Consensus Decisions Activity: Group Versus Individual Decision Making Chapter 10. Leadership Learning Objectives 10.1 Alternative Designs of Leadership for Teams Characteristics of Team Leadership Shared Leadership Leader Emergence 10.2 Approaches to Leadership Trait or Personality Approach Behavioral Approach Situational Approach Contingency Approach 10.3 Situational Leadership Theory 10.4 Self-Managing Teams Leading Self-Managing Teams Motivating Self-Managing Teams Success of Self-Managing Teams 10.5 Application: The Functional Approach to Leading Teams Providing a Context for Teams Facilitating Internal Operations Team Coaching Leading Virtual Teams: New Approaches to Leadership in Virtual Teams Summary Team Leader’s Challenge 10 Survey: Leadership Styles Activity: Observing the Leader’s Behavior Chapter 11. Problem Solving Learning Objectives 11.1 Approaches to Problem Solving 11.2 Descriptive Approach: How Teams Solve Problems 11.3 Functional Approach: Advice on Improving Team Problem Solving Factors That Improve Team Problem Solving Factors That Hurt Team Problem Solving 11.4 Prescriptive Approach: Rational Problem-Solving Model Problem Recognition, Definition, and Analysis Generating Alternatives and Selecting a Solution Implementation and Evaluation 11.5 Problem-Solving Teams 11.6 Application: Problem-Solving Techniques for Teams Problem Analysis Criteria Matrix Action Plans Force Field Analysis Summary Team Leader’s Challenge 11 Activity: Using Problem-Solving Techniques Chapter 12. Creativity Learning Objectives 12.1 Creativity and Its Characteristics 12.2 Individual Creativity 12.3 Group Creativity Problems With Group Creativity Brainstorming Strengths of Team Creativity Creativity as an Ongoing Team Process 12.4 Organizational Environment and Creativity 12.5 Application: Team Creativity Techniques Brainstorming Nominal Group Technique and Brainwriting Selecting a Solution Multiple-Stage Creativity Approaches Leading Virtual Teams: Virtual Creativity Summary Team Leader’s Challenge 12 Activity: Comparing Different Creativity Techniques Chapter 13. Diversity Learning Objectives 13.1 The Nature of Diversity Why Diversity Is Important Now Types of Diversity How Diversity Affects a Team 13.2 Problems of Diversity Misperception Emotional Distrust Failure to Use Team Resources 13.3 Causes of Diversity Problems Diversity as a Cognitive Process Team Leader Diversity as a Social Process 13.4 Effects of Diversity Research on the Effects of Diversity on Teams Cross-Functional Teams 13.5 Application: Creating a Context to Support Diversity Increasing Awareness Improving Group Process Skills Creating a Safe Environment Improving Organizational Issues Summary Team Leader’s Challenge 13 Survey: Attitudes Toward Diversity Activity: Understanding Gender and Status Differences in a Team PART IV: ORGANIZATIONAL CONTEXT OF TEAMS Chapter 14. Team, Organizational, and International Culture Learning Objectives 14.1 Team Culture 14.2 Defining Organizational Culture 14.3 Organizational Culture and Teamwork 14.4 Dimensions of International Culture Individualism Versus Collectivism Power and Status Uncertainty and Risk Avoidance Comparing the United States and Japan 14.5 International Differences in Teamwork 14.6 Transnational Teams Characteristics of Transnational Teams Creating Effective Transnational Teams Leading Virtual Teams: Dealing With Cultural Issues Summary Team Leader’s Challenge 14 Survey: Individualism–Collectivism Activity: Evaluating a Team’s Culture and Cultural Context Activity: Comparing United States and Japanese Teams Chapter 15. Virtual Teamwork Learning Objectives 15.1 Use of Communication Technologies Communication Technologies and Teams Characteristics of Communication Technologies 15.2 Communication Impacts Status Differences Anonymity Miscommunication Communication Norms 15.3 Team Impacts Task Performance in Virtual Teams Decision Making Social Relations 15.4 Selecting the Right Technology Factors to Consider When Selecting Technology Matching Technology to the Team and Task 15.5 Challenge of Virtual Teams Team Building in Virtual Teams Future of Virtual Teams Summary Team Leader’s Challenge 15 Activity: Developing Netiquette for Virtual Teams Activity: Experiencing Teamwork in a Simulated Virtual Team Chapter 16. Evaluating and Rewarding Teams Learning Objectives 16.1 Team Performance Evaluations Types of Evaluations Types of Measures Participation in the Evaluation Process Problems and Biases With Team Evaluations 16.2 Reward Systems Types of Approach Hybrid Approaches 16.3 Rewarding Individual Team Members Changing Base Pay Skill-Based Pay 16.4 Team and Organizational Reward Programs Team Recognition Programs Organizational Rewards 16.5 Relationship of Rewards to Types of Teams Types of Teams Linking Rewards to Types of Team Summary Team Leader’s Challenge 16 Survey: Individual Versus Team Rewards Activity: Evaluating and Rewarding a Project Team Activity: Team Halo Effect Chapter 17. Team Building and Team Training Learning Objectives 17.1 What Is Team Building? Organizational Context of Team Building Evaluating Team-Building Programs 17.2 Does Your Team Need Team Building? 17.3 Types of Team-Building Programs Goal Setting Role Clarification Interpersonal Process Skills Cohesion Building Problem Solving 17.4 Team Training Training the Team Together Planning for the Transfer of Training 17.5 Types of Training Team Resource Management Training Cross-Training and Interpositional Training Action Learning Summary Team Leader’s Challenge 17 Activity: Team Building Activity: Appreciative Inquiry of Teamwork Appendix: Guide to Student Team Projects A.1 Starting the Team Team Warm-Ups Development of a Team Contract Leadership and Meeting Roles Managing Team Technology A.2 Planning and Developing the Project Challenge the Assignment Generation of Project Ideas Brainwriting Method Project Planning Roles and Assignments Reevaluation of the Project and Approach A.3 Monitoring the Project and Maintaining Teamwork Team Meetings: Sharing Information, Making Decisions, and Tracking Assignments Group Process Evaluations Managing Problem Behaviors Milestone: Midpoint Evaluation A.4 Performing Team Writing Overall Strategy Division of Work A.5 Wrapping Up and Completing the Project Milestone: Precompletion Planning Team Evaluations Celebrating Success and Learning From the Experience References Index Acknowledgments Many people helped shape this book. My understanding of work teams, including both manufacturing and professional teams, was fostered by the many opportunities I had to study and consult with actual teams in industry. Andrew Young, Margaret Lawn, and Don Devito created a number of opportunities for me to work with teams in the United States and abroad. Most of my research and consulting on work teams was performed with Charles Slem, my partner at Cal Poly, San Luis Obispo. As a teacher of group dynamics, I learned by coteaching with Fred Stultz and Robert Christenson. In addition, I had the opportunity to work with engineering teams at Cal Poly as part of a NASA-supported program to improve engineering education. Daniel Mittleman, associate professor of Computing and Digital Media at DePaul University, helped me understand the impacts of virtual teamwork and contributed to the Leading Virtual Teams sections of the book. David Askay, assistant professor of Communications Studies at Cal Poly, wrote the Communication chapter (Chapter 6) and contributed ideas and sections on the impacts of diversity and the use of technology by teams. Finally, the psychology, business, and engineering students in my group dynamics and teamwork classes have helped teach me what is important about how teams operate. The support of various editors at SAGE Publications has been invaluable. I have also benefited from the many anonymous academic reviews of the book and proposed revisions. In addition, Kathy Johnston and Sara Kocher labored diligently to improve my language and make the text more readable. My wife, Sara, deserves special credit for her thoughtful reviews and supportive presence throughout this process. For comprehensive reviews of the manuscript, I would like to thank the following reviewers: Mark A. Arvisais, Towson University Kerrie Q. Baker, Cedar Crest College Anita Leffel, The University of Texas at San Antonio Russell O. Mays, Georgia Southern University Kevin L. Nadal, John Jay College of Criminal Justice C. Kevin Synnott, Eastern Connecticut State University About the Author Daniel Levi is a professor in the Psychology and Child Development Department at Cal Poly, San Luis Obispo, California. He holds an MA and a PhD in environmental psychology from the University of Arizona. He teaches classes in teamwork and in environmental and organizational psychology. His teamwork class was designed primarily for engineering and business students at Cal Poly. He has conducted research and worked as a consultant with factory and engineering teams for companies, such as Nortel Networks, TRW, Hewlett-Packard, and Philips Electronics. In addition, he has worked on international team research projects in Europe and Asia. Dr. Levi’s research and consulting with factory teams primarily focused on the use of teams to support technological change and the adoption of just-in-time and quality programs. This work examined a variety of team issues, including job redesign, training, compensation, supervision, and change management approaches. His work with professional teams primarily was accomplished with engineering design teams. These projects examined the use of concurrent engineering, self-management, and the globalization of teams. The topics of this work included the impact of information technology on teams, facilitation and training needs for professional teams, and the impacts of organizational culture and leadership. Early work on the present book was sponsored by an engineering education grant from NASA. This project focused on the development of teamwork skills in engineering students working on multidisciplinary projects. This project led to the development of cases and activities for learning teamwork skills and research on teamwork training, and evaluating and rewarding student teams. Recent research on student teams examines gender and cross-cultural issues, social support within teams, and bullying and hijacking in student teams. David Askay is an assistant professor in the Communications Studies Department at Cal Poly, San Luis Obispo. He earned a PhD in Organizational Science from the University of North Carolina at Charlotte (2013) and teaches in the areas of groups, organizations, and technology. Introduction There are two sources of information about teamwork. First, there is a large body of research in psychology and the social sciences called group dynamics that examines how people work in small groups. This research was collected over the past century and has developed into a broad base of knowledge about the operation of groups. Second, the use of teams in the workplace has expanded r ...
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here is the work and let me know if you would like me to make any changesBye but am here if you need further help

building trust in organizations
by HAL Lab

Submission date: 25-Mar-2020 01:40PM (UTC-0400)
Submission ID: 1281901774
File name: Building_trust_in_workplaces.docx (16.74K)
Word count: 531
Character count: 2641

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