Chapter 11 Flashcards
Team
Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.
Work teams
Relatively permanent teams in which members work together to produce goods and/or provide services.
- Generally full-time commitment
Management teams
Relatively permanent teams that participate in managerial-level tasks that affect the entire organization.
Parallel teams
Teams composed of members from various jobs within the organization that meet to provide recommendations about important issues.
Project teams
Teams formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas.
Action teams
Teams of limited duration that perform complex tasks in contexts that tend to be highly visible and challenging.
Multiple team membership
A work arrangement in which employees are assigned to multiple teams simultaneously.
1st stage: Forming
Members orient themselves by trying to understand their boundaries in the team.
- They get a feel of what is expected of them, what types of behaviours are out of bounds and who’s in charge.
2nd stage: Storming
Members remain committed to ideas they bring with them to the team.
- The initial unwillingness to accommodate other’s ideas triggers conflict that negatively affects some interpersonal relationships and harms the team’s progress.
3rd stage: Norming
Members realize they need to work together to accomplish teams goals and begin to cooperate with each other.
- Feelings of solidarity develop
4th stage: Performing
Members are comfortable working within their roles and the team makes progress toward goals.
5th stage: Adjourning
Member experience anxiety and other emotions as they disengage and ultimately separate from the team.
Punctuated equilibrium
A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time.
- The development sequence is less relevant for project teams that follow this pattern of development.
Task interdependence
The degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team.
Pooled interdependence
Group members complete their work assignments independently and the work is “piled up” to represent the group’s output.
- Lowest degree of coordination
- Ex. teams on a fishing boat
Sequential interdependence
Different tasks are done in prescribed order and the group is structured such that the members specialize in these tasks.
- 2nd lowest degree of coordination
- Ex. Assembly lines.
Reciprocal interdependence
Members are specialized to perform specific tasks, however, members interact with a subset of other members to complete the teams work.
- 2nd highest degree of coordination
Comprehensive interdependence
Each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team’s work.
- Highest degree of coordination.
Goal interdependence
The degree to which team members have a shared vision of the team’s goal and align their individual goals with that vision.
- high levels can be created with a formalized mission statement
Outcome interdependence
The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.
- High degree of this when team members share the rewards that the team earns.
Team composition
The mix of various characteristics that describe the individuals who work in the team.
Team task roles
Behaviours that directly facilitate the accomplishment of team tasks.
* Initiator-contributor – proposes new ideas.
* Coordinator – tries to coordinate activities among team members.
* Orienter – determines the direction of the team’s discussion.
* Devil’s advocate – offers challenges to the team’s status quo.
* Energizer – motivates the team to strive to do better.
* Procedural technician – performs routine tasks needed to keep progress moving.
Team-building roles
Behaviours that influence the quality of the team’s social climate.
* Encourager – praises the contributions of other team members.
* Harmonizer – mediates differences between group members.
* Compromiser – attempts to find the halfway point to end conflict.
* Gatekeeper-expediter – encourages participation from teammates.
* Standard setter – expresses goals for the team to achieve.
* Follower – accepts the ideas of teammates.
Individualistic roles
Behaviours that benefit the individual at the expense of the team.
* Aggressor – deflates teammates, expresses disapproval with hostility.
* Blocker – acts stubbornly resistant and disagrees beyond reason.
* Recognition seeker – brags and calls attention to themselves.
* Self-confessor – discloses personal opinions inappropriately.
* Slacker – acts cynically or nonchalantly, or goofs off.
* Dominator – manipulates team members for personal control.
Disjunctive tasks
Tasks with an objectively verifiable best solution.
Conjunctive tasks
Situations in which it is crucial that everyone on the team possesses the relevant abilities.
Additive task
Tasks in which the contribution resulting from the abilities of every member add up to determine team performance.
Similarity-attraction approach
A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them.
- Used widely to explain why diversity may have detrimental effects on teams.
Team diversity
The degree to which team members are different from one another.
Value in diversity problem-solving approach
A theory that supports team diversity because it provides a larger pool of knowledge and perspectives.
- Used to explain why diversity has a positive effect.
Surface-level diversity
Diversity of observable attributes such as race, gender, ethnicity, and age.
- May have negative impacts early on, but those impacts disappear with time.
Deep-level diversity
Diversity of attributes that are inferred through observation or experience, such as one’s values or personality.
- Time increases negative effects of deep-level diversity on team function and effectiveness.
Team process
The different types of activities and interactions that occur within a team as the team works toward its goals.
Process gain
Achievement of team outcomes greater than those one would expect on the basis of the capabilities of the individual members.
Process loss
Achievement of team outcomes less than those one would expect on the basis of the capabilities of the individual members.
* Coordination loss
* Production blocking
* Motivational loss
* Social loafing
Taskwork processes
The activities of team members that relate directly to the accomplishment of team tasks.
- Occurs anytime team members interact with the tools or tech. used to complete their work.
Nominal group technique
A process that starts off by bringing the team together and outlining the purpose of the meeting, Next individual members have a set period of time to write down their own ideas on a piece of paper. Third, members share their ideas with the team. Members then discuss, build, and clarify the ideas given. Lastly, members individually rank-order ideas on a card that they submit to the facilitator.
Decision infirmity
Reflects whether member possess adequate information about their own task responsibilities.
Staff validity
Refers to the degree to which members make good recommendations to the leader. Members can possess all the info needed to make a good recommendation but then fail to do so because a lack of ability, insight, or good judgement.
Hierarchical sensitivity
The degree to which the leader effectively weighs the recommendations of the members.
Boundary spanning
Involves three types of activities with individuals and groups other than those who are considered part of the team.
* Ambassador activities - communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team.
* Task coordinator activities - communications that are intended to coordinate task-related issues with people or groups in other functional areas.
* Scout activities - Things team members do to obtain information about technology, competitors, or the broader marketplace.
Teamwork processes
The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself.
Transition processes
Teamwork processes that focus on preparation for future work in the team.
* Mission analysis
* Strategy formulation
* Goal specification
Action processes
Teamwork processes that aid in the accomplishment of teamwork as the work is actually taking place.
* Monitoring progress towards goals
* Systems monitoring
* Helping behaviour
* Coordination
Interpersonal processes
Teamwork processes that focus on the management of relationships among team members.
* Motivating and confidence building
* Affect management
* Conflict management
* Relationship conflict
* Task conflict
Team states
Specific types of feelings and thoughts that combine in the minds of team members as a consequence of their experience working together.
Cohesion
A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself.
Potency
The degree to which members believe that the team can be effective across a variety of situations and tasks.
Mental models
The level of common understanding among team members with regard to important aspects of the team and its task.
Transactive memory
The degree to which team members’ specialized knowledge is integrated into an effective system of memory for the team.
Team viability
The likelihood that the team can work together effectively in the future
