Chapter 10 Flashcards

1
Q

group

A

collection of two or more people who share a common interest or association

  • informal or formal
  • share common goals
  • affiliation oriented
  • small or large in size
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2
Q

team

A

task-oriented collection of people who work interdependently as a unit to achieve common goals and are accountable to one another to achieve those goals

  • formal
  • work interdependently towards common goals
  • achievement oriented
  • generally small
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3
Q

what can teams do for orgs?

A

help improve quality of decision-making, enhance creativity, increase motivation, and help facilitate organizational change
–reduces direct supervision

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4
Q

team identity

A

collective sense of identification and loyalty that team members feel toward the team

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5
Q

What are the different types of teams (4 comparisons)

A

Permanent vs Project teams

  • perm: stable, ongoing
  • pro: specific, short term goals, expert members

Hierarchical teams vs. Self-managed teams

  • h: one person has authority/responsibility
  • sm: shared authority and responsibility

Functional teams vs. cross-functional

  • f: particular area/department
  • cf: variety of areas/ expertise

Onsite teams vs. virtual teams

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6
Q

team diversity

A

extent to which member characteristics differ within the team

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7
Q

task cohesion

A

shared commitment among members to achieving a goal

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8
Q

social cohesion

A

attachment and attraction of team members to one another

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9
Q

conventional OB believes who should join team?

A

experts

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10
Q

who does sus OB believe should join a team

A

those who might add meaning or find it meaningful should join team

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11
Q

team conflict

A

real or perceived difference in interests between two or more team members

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12
Q

What are ___**(find name) four categories of team building/action?

A
  • forming
  • storming
  • norming
  • performing
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13
Q

during storming there is an emphasis on ______

A

managing conflict

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14
Q

when is conflict healthy

A

when it motivates members to work harder or raises quality of decisions

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15
Q

what happens if there is too little conflict

A

new ideas aren’t responded to, people will avoid discussing information

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16
Q

what happens if there is too much conflict

A

uncooperative memebrs and chaos

17
Q

task interdependence

A

extent to which members require resources or support fro other team members to complete their tasks

18
Q

What are some causes for conflict (4)?

A
  • scarce resources
  • task interdependence
  • conflicting goals
  • personal conflicts
19
Q

What are some cures/techniques for conflict

A
  • increase resources
  • redesign structures and systems
  • appeal to superordinate goal
  • help members work through issues
20
Q

superordinate goal

A

higher-level goal recognized as important by team members

21
Q

sus OB welcomes different perspectives and accepts ____

A

conflict

22
Q

groupthink

A

describes behaviours that encourage group memebers to strive for and maintain consensus on a decision rather than disrupt the group

23
Q

why can groupthink be bad

A

stops behaviours that allow for critical examination of ideas

24
Q

norms

A

shared beliefs about social and task behaviours in a group

25
Q

What are the two norms that are critical to team performance?

A

workload sharing and information sharing

26
Q

free-riding

A

doing less than your best or contributing less than your fair share to reach the team’s goal

27
Q

What are some techniques to address withholding information?

A
  1. Brainstorming
  2. Nominal group technique (leader gets participants to silently and individually write down ideas for a specific topic)
  3. Delphi techniques (questions are posed to team members remotely and responses are returned to the leader)
28
Q

What can arise if information is withheld

A

satisficing: sub-optimal/adequate choice because not wanting to take time to share and discuss info

29
Q

What are the three kinds of team-members

A
  • free-riders: do as little as possible
  • conditional contributors: contribution depends on situations
  • consistent contributors: will contribute regardless of how little their teammates do
30
Q

sus OB focusses on ___ rewards

A

team-level

31
Q

dialectical inquiry

A

is a staged debate between two dominant perspectives.

32
Q

Role challenges (4)

A

Role Conflict
-A situation in which an individual is confronted by divergent role expectations.

Role Ambiguity
-A person is unclear about his or her role.

Role Overload
-Too much is expected of someone.

Role Underload
-Too little is expected of someone, and that person feels that he or she is not contributing to the group.

33
Q

What are the 3 types of roles?

A

task-oriented: ensure tasks are accomplished
maintenance-oriented: maintain good relations within the group
individual (oriented): not productive for keeping the group on task