BUSA Chapter 17 Flashcards
1
Q
Team
A
A small set of people with complementary skills who regularly interact with each other
2
Q
A small set of people with complementary skills who regularly interact with each other
A
Team
3
Q
Teamwork
A
Team members working together
4
Q
Team members working together
A
Teamwork
5
Q
Interdependence
A
Puts members in positions where they depend on each other to fulfill tasks
6
Q
Puts members in positions where they depend on each other to fulfill tasks
A
Interdependence
7
Q
Synergy
A
Collective performance potential
8
Q
Collective performance potential
A
Synergy
9
Q
Benefits of Teams
A
*Performance gains through purpose synergy
*More resources for problem-solving
*Improved creativity and innovation
*Improved decision-making quality
*Greater member commitment to tasks
*Increased member motivation
*Increased need satisfaction of members
10
Q
Social loafing
A
“Free riders” who slack off because responsibility for various tasks is diffused in teams and others pick up the slack
11
Q
“Free riders” who slack off because responsibility for various tasks is diffused in teams and others pick up the slack
A
Social loafing
12
Q
Reasons for Unproductive Meetings
A
- People arrive late, leave early, don’t take things seriously
- The meeting is too long
- People don’t stay on topic
- Discussion lack candor
- Information isn’t available
- No action is taken after a meeting
- Things never get better, same mistakes made
13
Q
Formal groups
A
Officially recognized and supported by the organization
14
Q
Officially recognized and supported by the organization
A
Formal groups
15
Q
Informal groups
A
Groups emerged from natural or spontaneous relationships among members
16
Q
Groups emerged from natural or spontaneous relationships among members
A
Informal groups
17
Q
Informal groups examples
A
*Interest groups
*Friendship groups
*Support groups
18
Q
Interest groups
A
Workers join together to pursue a common cause
19
Q
Workers join together to pursue a common cause
A
Interest groups
20
Q
Friendship groups
A
Shared non-work interests and social connections
21
Q
Shared non-work interests and social connections
A
Friendship groups
22
Q
Support groups
A
Help one another to do their jobs or cope with common problems
23
Q
Help one another to do their jobs or cope with common problems
A
Support groups
24
Q
Committee
A
Brings employees together outside of their daily job duties to work together for a specific purpose
25
Brings employees together outside of their daily job duties to work together for a specific purpose
Committee
26
Project teams/task forces
Bring people together to work on common problems temporarily
27
Bring people together to work on common problems temporarily
Project teams/task forces
28
Cross-functional teams
Pull members from different functional units to work on common goals
29
Pull members from different functional units to work on common goals
Cross-functional teams
30
Functional chimneys problem
“Walls” that limit communication and cooperation among employees from different departments and functions
31
“Walls” that limit communication and cooperation among employees from different departments and functions
Functional chimneys problem
32
Self-managing work teams
Teams that operate with a high degree of interdependence, authority to make decisions, and collective responsibility
33
Teams that operate with a high degree of interdependence, authority to make decisions, and collective responsibility
Self-managing work teams
34
Characteristics of Self-Managing Team Members
*Held collectively accountable
*Have discretion in scheduling and distributing tasks
*Multitask
*Train one another to develop multiple job skills
*Evaluate one another’s performance contributions
*Held responsible for the total quality of team products
35
Virtual teams/distributed teams
Work together through computer mediation
36
Work together through computer mediation
Virtual teams/distributed teams
37
Team building
A series of planned activities used to analyze the functioning of a team and to make constructive, systematic changes in how it operates
38
A series of planned activities used to analyze the functioning of a team and to make constructive, systematic changes in how it operates
Team building
39
Characteristics of High-Performance Teams
*Clear and elevating goals
*Task-driven, results-oriented structure
*Competent, hard-working members
*Collaborative culture
*High standards of excellence
*External support and recognition
*Strong, principled leadership
40
Effective team
Perform its tasks, satisfy its members, remain viable for the future
41
Perform its tasks, satisfy its members, remain viable for the future
Effective team
42
Task performance
Team is expected to transform resource inputs (ideas, information) into product outputs (report, commodity)
43
Team is expected to transform resource inputs (ideas, information) into product outputs (report, commodity)
Task performance
44
Member satisfaction
Members feel proud for their performance accomplishments and contributions
45
Members feel proud for their performance accomplishments and contributions
Member satisfaction
46
Future viability
Social fabric and work climate that fosters members participation
47
Social fabric and work climate that fosters members participation
Future viability
48
Team Effectiveness Equation
Team effectiveness = Quality of inputs + (Process gains - Process losses)
49
Team Inputs
*Membership Characteristics
*Resource & Setting
*Nature of Task
*Team Size
50
Membership Characteristics
*Abilities
*Values
*Personalities
*Diversity
51
Resource & Setting
*Resources
*Technology
*Structures
*Rewards
*Information
52
Nature of Task
*Clarity
*Complexity
53
Team Size
*Number of members
*Even-odd number
54
Team process
The way that the members of a team work together as they transform inputs into output
55
The way that the members of a team work together as they transform inputs into output
Team process
56
Forming Stage
*What can this team offer me?
*What will I be asked to contribute?
*Can my needs be met so that my efforts serve the tasks and needs of the team?
*Individuals begin to identify with other members and with the team itself
57
Storming Stage
*Why are we working together?
*Period of high emotionality and the most difficult stage
*Tasks become clarified and members begin to understand one another’s styles
58
Norming Stage
*Members begin to cooperate
*Interpersonal hostilities start to diminish
59
Performing Stage
Teams are more mature, organized, and well-functioning
60
Adjourning Stage
*Team members begin to disband
*Important to acknowledge everyone’s contribution, praise them, and celebrate the team’s success
61
Stages of Team Development
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
62
Norm
Behavioral expectations of team members
63
Behavioral expectations of team members
Norm
64
Team virtuousness
Five norms of moral behavior
65
Five norms of moral behavior
Team virtuousness
66
5 Norms of Moral Behavior
*Optimism
*Forgiveness
*Trust
*Compassion
*Integrity
67
Cohesiveness
The degree to which members are attracted to and motivated to remain part of a team
68
The degree to which members are attracted to and motivated to remain part of a team
Cohesiveness
69
Task activities
Contribute directly to the team’s performance purpose
70
Contribute directly to the team’s performance purpose
Task activities
71
Maintenance activities
Support the emotional life of the team as an ongoing social system
72
Support the emotional life of the team as an ongoing social system
Maintenance activities
73
Distributed leadership
Every member is continually responsible both for recognizing when task or maintenance activities are needed and for taking actions to provide them
74
Every member is continually responsible both for recognizing when task or maintenance activities are needed and for taking actions to provide them
Distributed leadership
75
Leading through task activities
Making an effort to define and solve problems
76
Making an effort to define and solve problems
Leading through task activities
77
Leading through maintenance activities
Strengthen the team as a social system
78
Strengthen the team as a social system
Leading through maintenance activities
79
Disruptive activities
Showing incivility towards others, withdrawing from discussions, distracted
80
Showing incivility towards others, withdrawing from discussions, distracted
Disruptive activities
81
Decentralized communication network (All-channel/star communication network)
Encourages members to communicate directly with one another
82
Encourages members to communicate directly with one another
Decentralized communication network (All-channel/star communication network)
83
Centralized communication network (Wheel/chain communication structure)
Activities are coordinated and results are pooled by a central point of control
84
Activities are coordinated and results are pooled by a central point of control
Centralized communication network (Wheel/chain communication structure)
85
Restricted communication network
Polarized subgroups contest one another and engage in conflict
86
Polarized subgroups contest one another and engage in conflict
Restricted communication network
87
Decision-making
The process of making choices among alternative possible courses of action
88
The process of making choices among alternative possible courses of action
Decision-making
89
Ways Teams Make Decisions
*Decision by lack of response
*Decision by authority rule
*Decision by minority rule
*Decision by majority rule
*Decision by consensus
*Decision by unanimity
90
Six Thinking Hats System
White hat
Red hat
Black hat
Yellow hat
Green hat
Blue hat
91
White hat
Focus on available data
92
Red hat
Problem is looked at by the group's intuition, gut reaction, and emotion
93
Black hat
Group looks at potential negative outcomes, explores why a solution might NOT work
94
Yellow hat
Focus on positivity, optimistic viewpoint, examine all benefits and values
95
Green hat
Generate creative solutions with no criticism
96
Blue hat
All voices are heard, and protocols are followed, process control
97
Groupthink
The tendency for highly cohesive teams to lose their critical evaluative capabilities
98
The tendency for highly cohesive teams to lose their critical evaluative capabilities
Groupthink
99
Symptoms of Groupthink
*Illusions of invulnerability
*Rationalizing unpleasant and disconfirming data
*Belief in inherent group morality
*Stereotyping competitors as weak, evil, and stupid
*Applying direct pressure on deviants to conform to a group's wishes
*Self-censorship by members
*Illusions of unanimity
*Mind guarding
100
Brainstorming
Open, spontaneous discussion of problems and ideas
101
Open, spontaneous discussion of problems and ideas
Brainstorming
102
Brainstorming Guidelines
*Don’t criticize each other
*Welcome “free-wheeling”
*Go for quality
*Keep building on one another’s idea
103
Nominal group technique
Structures interaction among team members discussing problems and ideas allowing everyone to contribute ideas without interference
104
Structures interaction among team members discussing problems and ideas allowing everyone to contribute ideas without interference
Nominal group technique
