2) Groups and Teams

Question 1

Name 4 types of groups

Answer 1

• Formal / Informal groups
• Horizontal / Vertical / Mixed groups
• Virtual groups
• Autonomous groups

Question 2

What is a formal group?

Answer 2

A formal group has a place within an organization, this can be both permanent or temporary

Question 3

What is an informal group?

Answer 3

A group outside the structure of an organization

Question 4

When is a group horizontal?

Answer 4

When a group comes from the same hierarchical level of the organization

Question 5

When is a group vertical?

Answer 5

When a group comes from different hierarchical levels of the organization (e.g. a manager and his team members)

Question 6

What is a virtual group?

Answer 6

A group collaboration through voice/video calls over the internet. usually found in multinational organizations

Question 7

What are the three characteristics of an autonomous team?

Answer 7

• There is a fixed group that works on their common goal
• The team is able to manage itself responsibly
• The team has access to relevant information and abilities, it also has the authority to carry out their abilities

Question 8

Name Tuckman’s 5 stages of group development

Answer 8

1) Forming: Members get to know and understand each other
2) Storming: Conflict situations arise, and group interaction starts
3) Norming: Find areas of agreement and make compromises
4) Performing: All efforts are directed towards delivering a good performance
5) Adjourning: The purpose of collaboration has been achieved

Question 9

What is “Group think”

Answer 9

Cohesion in the group gets too strong, this may lead to:

• reduction in capacity for objective judgment
• non committed people will leave
• no criticism anymore
• quality of work and decisions decrease

Question 10

Name all 8 Belbin team roles

Answer 10

1) Coordinator
2) Shaper
3) (Resource) Investigator
4) Monitor (Evaluator)
5) Plant
6) Teamworker
7) Implementer
8) Completer/Finisher

Question 11

What is the idea behind Belbin’s team roles?

Answer 11

In order to have an effective functional team, A multitude of qualities must be present, these qualities are represented as 8 team roles.

• Every role is a quality
• Each person allows fulfilling 2/3 roles
• The group needs to have a proper distribution

Question 12

What are the 8 team roles from Belbin

Answer 12

1) Coordinator
2) Shaper
3) (Resource) Investigator
4) Monitor (Evaluator)
5) Plant
6) Teamworker
7) Implementer
8) Completer Finisher

Question 13

What is the quality of a Coordinator according to Belbin?

Answer 13

Organizes and manages team activities, making the best possible use of the
potential offered by the team (members).

Question 14

What is the quality of a Shaper according to Belbin?

Answer 14

Helps develop and concretize team activities

Question 15

What is the quality of a (resource) investigator according to Belbin?

Answer 15

The most prominent source of team innovation and idea’s

Question 16

What is the quality of a Monitor (evaluator) according to Belbin?

Answer 16

Analyses ideas and proposals, and evaluates these for usability and practical applicability in relation to team roles

Question 17

What is the quality of a Plant according to Belbin?

Answer 17

Investigate external possibilities and develops contacts that may be useful for the team

Question 18

What is the quality of a Teamworker according to Belbin?

Answer 18

Improves the overall functioning of the individual team members

Question 19

What is the quality of a Implementer according to Belbin?

Answer 19

Translates general concepts and plans into practical tasks and activities, and
ensures systematic implementation

Question 20

What is the quality of a Finisher according to Belbin?

Answer 20

Ensures that team efforts are perfected and that the work is

scrutinized for errors.

Question 21

What are 7 components for high-performance teams (Kuipers and Groeneveld)

Answer 21

1) Team commitment: team members feel loyal and connected, and are passionate and
energetic about fulfilling their tasks.
2) Self-management: the team is autonomous and takes the initiative to improve its
performance.
3) Goal-oriented collaboration: the team formulates clear and ambitious goals to which it
commits through a close partnership.
4) Task-oriented collaboration: the team uses a clever form of mutual information-sharing and knowledge valorization to perform its task.
5) Stakeholder-oriented collaboration: the team actively maintains its relationships with the stakeholders and uses stakeholder feedback to improve team performance.
6) Leadership: the leader places the team first, supports collaboration, and encourages
working towards team goals.
7) Team performance: the extent of the team’s effectiveness (goals met), efficiency (goal-oriented work using available means), and legitimacy (working in accordance with their interests).

Question 22

According to Vicberg and Christfort a team forms of a combination of what 4 styles?

Answer 22

1) Pioneers: strong at finding new paths to solving problems (creative & inventive).
2) Drivers: strong at stimulating changes or challenges (task & results-oriented).
3) Integrators: strong at joining up people or parties (empathic & diplomatic).
4) Guardians: strongly focused on keeping the team together (stable & pragmatic).

Question 23

What are the main principles of RealDrives (Koppenol en Versnel)

Answer 23

• People have different motivations.
• People prefer a certain drive.
• People adapt their drives (and behavior) to their surroundings/place of work.

Question 24

What types of organizational conflict are there?

Answer 24

1) interpersonal conflict (such as the conflict between individual employees);
2) conflict within groups (such as that within a department);
3) conflict between groups (for example, a conflict between the marketing and production departments);
4) conflict between organizational entities, such as branches.

Question 25

What are possible sources of organizational conflict?

Answer 25

1) Irreconcilable purposes and time frames
2) Overlapping responsibilities
3) Task dependence
4) Different assessment and reward systems
5) Scarce resources
6) Different statuses