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BCIT BUSA 2150 > BUSA Chapter 17 > Flashcards

BUSA Chapter 17 Flashcards

1
Q

Team

A

A small set of people with complementary skills who regularly interact with each other

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2
Q

A small set of people with complementary skills who regularly interact with each other

A

Team

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3
Q

Teamwork

A

Team members working together

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4
Q

Team members working together

A

Teamwork

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5
Q

Interdependence

A

Puts members in positions where they depend on each other to fulfill tasks

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6
Q

Puts members in positions where they depend on each other to fulfill tasks

A

Interdependence

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7
Q

Synergy

A

Collective performance potential

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8
Q

Collective performance potential

A

Synergy

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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

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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

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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

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12
Q

Reasons for Unproductive Meetings

A
  1. People arrive late, leave early, don’t take things seriously
  2. The meeting is too long
  3. People don’t stay on topic
  4. Discussion lack candor
  5. Information isn’t available
  6. No action is taken after a meeting
  7. Things never get better, same mistakes made
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13
Q

Formal groups

A

Officially recognized and supported by the organization

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14
Q

Officially recognized and supported by the organization

A

Formal groups

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15
Q

Informal groups

A

Groups emerged from natural or spontaneous relationships among members

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16
Q

Groups emerged from natural or spontaneous relationships among members

A

Informal groups

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17
Q

Informal groups examples

A

*Interest groups
*Friendship groups
*Support groups

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18
Q

Interest groups

A

Workers join together to pursue a common cause

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19
Q

Workers join together to pursue a common cause

A

Interest groups

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20
Q

Friendship groups

A

Shared non-work interests and social connections

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21
Q

Shared non-work interests and social connections

A

Friendship groups

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22
Q

Support groups

A

Help one another to do their jobs or cope with common problems

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23
Q

Help one another to do their jobs or cope with common problems

A

Support groups

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24
Q

Committee

A

Brings employees together outside of their daily job duties to work together for a specific purpose

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25
Q

Brings employees together outside of their daily job duties to work together for a specific purpose

A

Committee

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26
Q

Project teams/task forces

A

Bring people together to work on common problems temporarily

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27
Q

Bring people together to work on common problems temporarily

A

Project teams/task forces

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28
Q

Cross-functional teams

A

Pull members from different functional units to work on common goals

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29
Q

Pull members from different functional units to work on common goals

A

Cross-functional teams

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30
Q

Functional chimneys problem

A

“Walls” that limit communication and cooperation among employees from different departments and functions

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31
Q

“Walls” that limit communication and cooperation among employees from different departments and functions

A

Functional chimneys problem

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32
Q

Self-managing work teams

A

Teams that operate with a high degree of interdependence, authority to make decisions, and collective responsibility

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33
Q

Teams that operate with a high degree of interdependence, authority to make decisions, and collective responsibility

A

Self-managing work teams

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34
Q

Characteristics of Self-Managing Team Members

A

*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

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35
Q

Virtual teams/distributed teams

A

Work together through computer mediation

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36
Q

Work together through computer mediation

A

Virtual teams/distributed teams

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37
Q

Team building

A

A series of planned activities used to analyze the functioning of a team and to make constructive, systematic changes in how it operates

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38
Q

A series of planned activities used to analyze the functioning of a team and to make constructive, systematic changes in how it operates

A

Team building

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39
Q

Characteristics of High-Performance Teams

A

*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

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40
Q

Effective team

A

Perform its tasks, satisfy its members, remain viable for the future

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41
Q

Perform its tasks, satisfy its members, remain viable for the future

A

Effective team

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42
Q

Task performance

A

Team is expected to transform resource inputs (ideas, information) into product outputs (report, commodity)

43
Q

Team is expected to transform resource inputs (ideas, information) into product outputs (report, commodity)

A

Task performance

44
Q

Member satisfaction

A

Members feel proud for their performance accomplishments and contributions

45
Q

Members feel proud for their performance accomplishments and contributions

A

Member satisfaction

46
Q

Future viability

A

Social fabric and work climate that fosters members participation

47
Q

Social fabric and work climate that fosters members participation

A

Future viability

48
Q

Team Effectiveness Equation

A

Team effectiveness = Quality of inputs + (Process gains - Process losses)

49
Q

Team Inputs

A

*Membership Characteristics
*Resource & Setting
*Nature of Task
*Team Size

50
Q

Membership Characteristics

A

*Abilities
*Values
*Personalities
*Diversity

51
Q

Resource & Setting

A

*Resources
*Technology
*Structures
*Rewards
*Information

52
Q

Nature of Task

A

*Clarity
*Complexity

53
Q

Team Size

A

*Number of members
*Even-odd number

54
Q

Team process

A

The way that the members of a team work together as they transform inputs into output

55
Q

The way that the members of a team work together as they transform inputs into output

A

Team process

56
Q

Forming Stage

A

*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
Q

Storming Stage

A

*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
Q

Norming Stage

A

*Members begin to cooperate
*Interpersonal hostilities start to diminish

59
Q

Performing Stage

A

Teams are more mature, organized, and well-functioning

60
Q

Adjourning Stage

A

*Team members begin to disband
*Important to acknowledge everyone’s contribution, praise them, and celebrate the team’s success

61
Q

Stages of Team Development

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
62
Q

Norm

A

Behavioral expectations of team members

63
Q

Behavioral expectations of team members

A

Norm

64
Q

Team virtuousness

A

Five norms of moral behavior

65
Q

Five norms of moral behavior

A

Team virtuousness

66
Q

5 Norms of Moral Behavior

A

*Optimism
*Forgiveness
*Trust
*Compassion
*Integrity

67
Q

Cohesiveness

A

The degree to which members are attracted to and motivated to remain part of a team

68
Q

The degree to which members are attracted to and motivated to remain part of a team

A

Cohesiveness

69
Q

Task activities

A

Contribute directly to the team’s performance purpose

70
Q

Contribute directly to the team’s performance purpose

A

Task activities

71
Q

Maintenance activities

A

Support the emotional life of the team as an ongoing social system

72
Q

Support the emotional life of the team as an ongoing social system

A

Maintenance activities

73
Q

Distributed leadership

A

Every member is continually responsible both for recognizing when task or maintenance activities are needed and for taking actions to provide them

74
Q

Every member is continually responsible both for recognizing when task or maintenance activities are needed and for taking actions to provide them

A

Distributed leadership

75
Q

Leading through task activities

A

Making an effort to define and solve problems

76
Q

Making an effort to define and solve problems

A

Leading through task activities

77
Q

Leading through maintenance activities

A

Strengthen the team as a social system

78
Q

Strengthen the team as a social system

A

Leading through maintenance activities

79
Q

Disruptive activities

A

Showing incivility towards others, withdrawing from discussions, distracted

80
Q

Showing incivility towards others, withdrawing from discussions, distracted

A

Disruptive activities

81
Q

Decentralized communication network (All-channel/star communication network)

A

Encourages members to communicate directly with one another

82
Q

Encourages members to communicate directly with one another

A

Decentralized communication network (All-channel/star communication network)

83
Q

Centralized communication network (Wheel/chain communication structure)

A

Activities are coordinated and results are pooled by a central point of control

84
Q

Activities are coordinated and results are pooled by a central point of control

A

Centralized communication network (Wheel/chain communication structure)

85
Q

Restricted communication network

A

Polarized subgroups contest one another and engage in conflict

86
Q

Polarized subgroups contest one another and engage in conflict

A

Restricted communication network

87
Q

Decision-making

A

The process of making choices among alternative possible courses of action

88
Q

The process of making choices among alternative possible courses of action

A

Decision-making

89
Q

Ways Teams Make Decisions

A

*Decision by lack of response
*Decision by authority rule
*Decision by minority rule
*Decision by majority rule
*Decision by consensus
*Decision by unanimity

90
Q

Six Thinking Hats System

A

White hat
Red hat
Black hat
Yellow hat
Green hat
Blue hat

91
Q

White hat

A

Focus on available data

92
Q

Red hat

A

Problem is looked at by the group’s intuition, gut reaction, and emotion

93
Q

Black hat

A

Group looks at potential negative outcomes, explores why a solution might NOT work

94
Q

Yellow hat

A

Focus on positivity, optimistic viewpoint, examine all benefits and values

95
Q

Green hat

A

Generate creative solutions with no criticism

96
Q

Blue hat

A

All voices are heard, and protocols are followed, process control

97
Q

Groupthink

A

The tendency for highly cohesive teams to lose their critical evaluative capabilities

98
Q

The tendency for highly cohesive teams to lose their critical evaluative capabilities

A

Groupthink

99
Q

Symptoms of Groupthink

A

*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
Q

Brainstorming

A

Open, spontaneous discussion of problems and ideas

101
Q

Open, spontaneous discussion of problems and ideas

A

Brainstorming

102
Q

Brainstorming Guidelines

A

*Don’t criticize each other
*Welcome “free-wheeling”
*Go for quality
*Keep building on one another’s idea

103
Q

Nominal group technique

A

Structures interaction among team members discussing problems and ideas allowing everyone to contribute ideas without interference

104
Q

Structures interaction among team members discussing problems and ideas allowing everyone to contribute ideas without interference

A

Nominal group technique

BCIT BUSA 2150 (7 decks)

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