Chapter 11

Question 1

Team

Answer 1

Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.

Question 2

Work teams

Answer 2

Relatively permanent teams in which members work together to produce goods and/or provide services.
- Generally full-time commitment

Question 3

Management teams

Answer 3

Relatively permanent teams that participate in managerial-level tasks that affect the entire organization.

Question 4

Parallel teams

Answer 4

Teams composed of members from various jobs within the organization that meet to provide recommendations about important issues.

Question 5

Project teams

Answer 5

Teams formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas.

Question 6

Action teams

Answer 6

Teams of limited duration that perform complex tasks in contexts that tend to be highly visible and challenging.

Question 7

Multiple team membership

Answer 7

A work arrangement in which employees are assigned to multiple teams simultaneously.

Question 8

1st stage: Forming

Answer 8

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.

Question 9

2nd stage: Storming

Answer 9

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.

Question 10

3rd stage: Norming

Answer 10

Members realize they need to work together to accomplish teams goals and begin to cooperate with each other.
- Feelings of solidarity develop

Question 11

4th stage: Performing

Answer 11

Members are comfortable working within their roles and the team makes progress toward goals.

Question 12

5th stage: Adjourning

Answer 12

Member experience anxiety and other emotions as they disengage and ultimately separate from the team.

Question 13

Punctuated equilibrium

Answer 13

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.

Question 14

Task interdependence

Answer 14

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.

Question 15

Pooled interdependence

Answer 15

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

Question 16

Sequential interdependence

Answer 16

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.

Question 17

Reciprocal interdependence

Answer 17

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

Question 18

Comprehensive interdependence

Answer 18

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.

Question 19

Goal interdependence

Answer 19

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

Question 20

Outcome interdependence

Answer 20

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.

Question 21

Team composition

Answer 21

The mix of various characteristics that describe the individuals who work in the team.

Question 22

Team task roles

Answer 22

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.

Question 23

Team-building roles

Answer 23

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.

Question 24

Individualistic roles

Answer 24

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.

Question 25

Disjunctive tasks

Answer 25

Tasks with an objectively verifiable best solution.

Question 26

Conjunctive tasks

Answer 26

Situations in which it is crucial that everyone on the team possesses the relevant abilities.

Question 27

Additive task

Answer 27

Tasks in which the contribution resulting from the abilities of every member add up to determine team performance.

Question 28

Similarity-attraction approach

Answer 28

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.

Question 29

Team diversity

Answer 29

The degree to which team members are different from one another.

Question 30

Value in diversity problem-solving approach

Answer 30

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.

Question 31

Surface-level diversity

Answer 31

Diversity of observable attributes such as race, gender, ethnicity, and age. - May have negative impacts early on, but those impacts disappear with time.

Question 32

Deep-level diversity

Answer 32

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.

Question 33

Team process

Answer 33

The different types of activities and interactions that occur within a team as the team works toward its goals.

Question 34

Process gain

Answer 34

Achievement of team outcomes greater than those one would expect on the basis of the capabilities of the individual members.

Question 35

Process loss

Answer 35

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

Question 36

Taskwork processes

Answer 36

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.

Question 37

Nominal group technique

Answer 37

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.

Question 38

Decision infirmity

Answer 38

Reflects whether member possess adequate information about their own task responsibilities.

Question 39

Staff validity

Answer 39

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.

Question 40

Hierarchical sensitivity

Answer 40

The degree to which the leader effectively weighs the recommendations of the members.

Question 41

Boundary spanning

Answer 41

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.

Question 42

Teamwork processes

Answer 42

The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself.

Question 43

Transition processes

Answer 43

Teamwork processes that focus on preparation for future work in the team. * Mission analysis * Strategy formulation * Goal specification

Question 44

Action processes

Answer 44

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

Question 45

Interpersonal processes

Answer 45

Teamwork processes that focus on the management of relationships among team members. * Motivating and confidence building * Affect management * Conflict management * Relationship conflict * Task conflict

Question 46

Team states

Answer 46

Specific types of feelings and thoughts that combine in the minds of team members as a consequence of their experience working together.

Question 47

Cohesion

Answer 47

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.

Question 48

Potency

Answer 48

The degree to which members believe that the team can be effective across a variety of situations and tasks.

Question 49

Mental models

Answer 49

The level of common understanding among team members with regard to important aspects of the team and its task.

Question 50

Transactive memory

Answer 50

The degree to which team members’ specialized knowledge is integrated into an effective system of memory for the team.

Question 51

Team viability

Answer 51

The likelihood that the team can work together effectively in the future