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PSYIND2 > 04 Team Dynamics > Flashcards

04 Team Dynamics Flashcards

1
Q

3 concepts underlying the importance of groups

A
  • information age
  • more educated and trained workers
  • rate of change in work activities
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2
Q

4 criteria to be considered a group

A
  • see themselves as a unit
  • provide rewards to members
  • actions of one affect the other
  • share a common goal
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3
Q

The minimum number of people to be considered a unit

A

2

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4
Q

This refers to a group of people geographically close but does not meet the criteria for being a group

A

aggregate

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5
Q

8 common reasons for joining groups

A
  • assignment
  • physical proximity
  • affiliation
  • identification
  • emotional support
  • assistance
  • common interests
  • common goal
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6
Q

5 social skills involved in groups

A
  • gain group acceptance
  • increase solidarity
  • be aware of group consciousness
  • share group identification
  • manage others’ impressions
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7
Q

2 primary factors affecting group performance

A
  • group homogeneity

- group cohesiveness

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8
Q

This refers to the extent to which members are similar

A

group homogeneity

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9
Q

This refers to the extent to which members like and trust one another

A

group cohesiveness

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10
Q

Groups are said to be homogenous when (blank)

A

when they contain members who are similar in most ways

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11
Q

Groups with members who are more different than alike are called (blank)

A

heteregenous groups

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12
Q

Groups are said to be cohesive when (blank)

A

when they are committed to accomplishing a common goal and share a feeling of group pride

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13
Q

3 positive outcomes of homogeneous groups

A
  • higher member satisfaction
  • higher levels of communication
  • lower turnover
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14
Q

3 positive outcomes of cohesive groups

A
  • higher productivity levels
  • higher member interaction
  • higher member satisfaction
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15
Q

Too much cohesiveness leads to (blank)

A

lower group performance, as they often lose sight of organizational goals

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16
Q

This refers to the notion that the greater team cohesiveness, the greater the conformity of the members to team norms

A

rule of conformity

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17
Q

5 other factors affecting group performance

A
  • stability
  • isolation
  • outside pressure
  • group status
  • group ability and confidence
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18
Q

True or False

Isolated groups tend to be less cohesive

A

false

isolated groups tend to be highly cohesive

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19
Q

True or False

Group status inversely affects group cohesion

A

false

increasing group status increases group cohesion

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20
Q

True or False

Groups facing external pressure tend to become highly cohesive

A

true

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21
Q

True or False

Groups with high-ability members outperform those with low-ability members

A

true

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22
Q

True or False

Groups whose members remain for long periods of time and have previously worked together perform better

A

stability

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23
Q

This refers to groups existing primarily for the benefit of their members without being officially designated by the org

A

informal groups

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24
Q

How are informal groups formed?

A

spontaneously, through personal relationships and special interests

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25
Q

2 types of informal groups

A
  • friendship groups

- interest groups

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26
Q

This is a tool used to identify informal groups and networks active in an org

A

social network analysis

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27
Q

Main benefit of social network analysis

A

speeds up workflow due to connections that cut across formal structures

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28
Q

This refers to groups officially designated to serve specific organizational purposes

A

formal groups

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29
Q

True or False

Formal groups are permanent

A

false

they may be permanent or temporary

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30
Q

3 types of formal groups

A
  • cross-functional (parallel) teams
  • virtual teams
  • self-managing teams
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31
Q

This formal group type consists of members representing different functional departments or work units

A

cross-functional or parallel teams

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32
Q

This problem occurs when members of functional units focus only on their internal function matters and minimize their interactions with other members from other functions

A

functional silos problem

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33
Q

These teams are established to deal with specific problems or opportunities

A

problem-solving teams

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34
Q

These teams examine important workplace issues

A

employee involvement teams

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35
Q

These refer to small teams discussing and developing solutions to problems related to quality and productivity

A

quality circles

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36
Q

This formal group type have members convene and work together electronically

A

virtual teams

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37
Q

3 main advantages of virtual teams

A
  • cost-effective
  • focused task-accomplishment and decision-making
  • reduced emotional consideration
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38
Q

Main disadvantage of virtual teams

A

lack of personal contact that could impair work relationship and productivity

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39
Q

This formal group type are small teams empowered to make daily decisions

A

self-managing teams

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40
Q

Self-managing teams are a form of (blank)

A

job enrichment

41
Q

5 main advantages of formal groups

A
  • improved quality and productivity
  • production flexibility
  • quicker response to technological chanes
  • reduced absenteeism and turnover
  • improve work attitudes and quality of work life
42
Q

3 main disadvantages of self-managing teams

A
  • eliminates the need for first-line supervisors
  • managers need to learn to deal with teams
  • displaced supervisors may feel threatened
43
Q

This refers to groups of people with complementary skills brought together to achieve a common purpose

A

teams

44
Q

Teams hold themselves (blank) for their common purpose

A

collectively accountable

45
Q

3 components of the Open Systems Model of Team Effectiveness

A
  • inputs
  • thoughtputs
  • outputs
46
Q

4 main advantages of teams

A
  • make better decisions
  • develop better products/services
  • better information sharing
  • higher employee motivation and engagement
47
Q

4 main disadvantages of teams

A
  • individuals sometimes work better/faster alone
  • process losses
  • Brook’s Law
  • social loafing
48
Q

This problem refers to resources being expended towards team development and maintenance rather than the tasks

A

process losses

49
Q

This problem refers to team performance suffering when more members are added

A

Brook’s Law

50
Q

This problem occurs when people exert less effort when working with teams

A

social loafing

51
Q

A team is said to be effective when it achieves high levels in these 3 factors

A
  • task performance
  • member satisfaction
  • team viability
52
Q

This refers to members attaining performance goals

A

task performance

53
Q

This refers to members believing that their participation and experiences are positive and meet personal needs

A

member satisfaction

54
Q

This refers to members being sufficiently satisfied to continue working together

A

team viability

55
Q

This occurs when team members accept their collective responsibility to use their skills to actively work together to achieve goals

A

teamwork

56
Q

This refers to the creation of a whole that is greater than the sum of its parts

A

synergy

57
Q

This refers to individual behavior being influenced by other people in a group or social setting

A

social facilitation theory

58
Q

The positive result of social facilitation theory

A

extra effort when the person has the skills required for the task

59
Q

The negative result of social facilitation theory

A

increase in social loafing and withdrawal from the group

60
Q

5 common team challenges

A
  • social loafing
  • personality conflicts
  • uncertain/competing goals
  • poorly defined agendas
  • perceptions that the team lacks progress
61
Q

Who first studied social loafing?

A

Max Ringleman

62
Q

4 possible reasons for social loafing

A
  • individual contributions are less noticeable
  • free riding
  • the sucker effect
  • felt dispensability
63
Q

This refers to the desire to benefit from the efforts of others

A

free riding

64
Q

Free riding is likely to occur when members believe that (blank)

A

their own contributions cannot be identified

65
Q

This refers to members reducing their effort to match the low level they expect from others

A

the sucker effect

66
Q

This refers to members feeling dispensable when more able team members are available or when they believe their efforts are redundant

A

felt dispensability

67
Q

How to minimize social loafing?

A

make individual performance more visible

68
Q

True or False

Smaller teams are better

A

true

69
Q

2 reasons why smaller teams are better

A
  • less time needed to coordinate roles and resolve differences
  • less time needed to develop member involvement, thus higher commitment
70
Q

Effective team members possess these 5 specific competencies

A
  • cooperating
  • coordinating
  • conflict resolving
  • comforting
  • communicating
71
Q

3 advantages of a diverse team composition

A
  • better for creatively solving complex problems
  • broader knowledge base
  • better representation of team’s constituents
72
Q

3 disadvantages of a diverse team composition

A
  • requires more time to be a high-performing team
  • more susceptible to faultlines
  • increased risk of dysfunctional conflict
73
Q

5 stages of team development according to Bruce Tuckman

A
  1. forming
  2. storming
  3. norming
  4. performing
  5. adjourning
74
Q

True or False

Bruce Tuckman’s stages of team development is unidirectional

A

false

teams may regress to earlier stages

75
Q

[Tuckman’s Stages of Team Development]

This stage is a period of testing and orienting members

A

forming stage

76
Q

[Tuckman’s Stages of Team Development]

This stage is a period of high emotionality and tension marked by interpersonal conflicts

A

storming stage

77
Q

[Tuckman’s Stages of Team Development]

What are the 2 reasons why conflicts arise in the storming stage?

A
  • members become more proactive

- members compete for team roles

78
Q

[Tuckman’s Stages of Team Development]

This stage is where members come together as a coordinated unit as roles are established and a common team-based model is formed

A

norming stage

79
Q

[Tuckman’s Stages of Team Development]

This stage is where members learn to efficiently coordinate and resolve conflicts

A

performing stage

80
Q

[Tuckman’s Stages of Team Development]

This stage occurs when the team is about to disband and members shift their attention away from task to relationship orientation

A

adjourning stage

81
Q

This is a process consisting of formal activities intended to improve the development and functioning of a work team

A

teambuilding

82
Q

Teambuilding begins with a (blank)

A

sound diagnosis of the team’s health

83
Q

This refers to informal rules and shared expectations established by teams to regulate member behaviors

A

team norms

84
Q

This conveys expectations about how hard team members should work and what the team should accomplish

A

performance norms

85
Q

3 ways how norms develop

A
  • initial team experiences
  • critical events in team’s history
  • experience/values members bring to the team
86
Q

5 types of team norms

A
  • ethics norms
  • organizational and personal pride norms
  • high-achievement norms
  • support and helpfulness norms
  • improvement and change norms
87
Q

5 ways to prevent/change dysfunctional team norms

A
  • state desired norms at the forming stage
  • select members with preferred values
  • discuss counterproductive norms
  • reward behaviors representing desired norms
  • disband teams with dysfunctional norms
88
Q

4 constraints to team decision making

A
  • time constraints
  • evaluation apprehension
  • peer pressure to conform
  • groupthink
89
Q

This refers to the tendency of cohesive group members to lose critical evaluative capabilities

A

groupthink

90
Q

Why does groupthink occur?

A

members seek conformity and become unwilling to criticize each other’s ideas and suggestions

91
Q

8 symptoms of teams displaying groupthink

A
  • illusions of invulnerability
  • rationalizing unpleasant and discomforting data
  • belief in an inherent group morality
  • stereotyping competitors negatively
  • pressuring deviants to conform to group wishes
  • self-censorship by members
  • illusions of unanimity
  • mind guarding
92
Q

This refers to people focusing discussions on the issue while maintaining respect for other people’s opinions

A

constructive conflict

93
Q

One main problem with constructive conflict

A

easily slides into personal attacks

94
Q

This refers to a meeting where members speak freely, generate ideas, and build on the ideas of others

A

brainstorming

95
Q

This is a variation of brainstorming that involves structured rules for generating and prioritizing ideas

A

nominal group technique

96
Q

When is it ideal to use nominal group technique?

A

when the team is large that open discussion and brainstorming is awkward to manage

97
Q

3 stages of nominal group technique

A
  1. participants silently and independently document their ideas
  2. they collectively describe these ideas to other team members
  3. they silently and independently evaluate the ideas presented
98
Q

This is another variation of brainstorming for when members are unable to meet face-to-face

A

delphi technique

99
Q

The delphi technique involves generating decision-making alternatives through (blank)

A

a series of survey questionnaires

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