Chapter 11 Flashcards

1
Q

Team

A

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

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2
Q

Work teams

A

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

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3
Q

Management teams

A

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

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4
Q

Parallel teams

A

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

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5
Q

Project teams

A

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

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6
Q

Action teams

A

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

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7
Q

Multiple team membership

A

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

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8
Q

1st stage: Forming

A

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.

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9
Q

2nd stage: Storming

A

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.

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10
Q

3rd stage: Norming

A

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

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11
Q

4th stage: Performing

A

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

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12
Q

5th stage: Adjourning

A

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

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13
Q

Punctuated equilibrium

A

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.

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14
Q

Task interdependence

A

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.

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15
Q

Pooled interdependence

A

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

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16
Q

Sequential interdependence

A

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.

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17
Q

Reciprocal interdependence

A

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

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18
Q

Comprehensive interdependence

A

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.

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19
Q

Goal interdependence

A

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

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20
Q

Outcome interdependence

A

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.

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21
Q

Team composition

A

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

22
Q

Team task roles

A

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.

23
Q

Team-building roles

A

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.

24
Q

Individualistic roles

A

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.

25
Q

Disjunctive tasks

A

Tasks with an objectively verifiable best solution.

26
Q

Conjunctive tasks

A

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

27
Q

Additive task

A

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

28
Q

Similarity-attraction approach

A

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.

29
Q

Team diversity

A

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

30
Q

Value in diversity problem-solving approach

A

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.

31
Q

Surface-level diversity

A

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

32
Q

Deep-level diversity

A

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.

33
Q

Team process

A

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

34
Q

Process gain

A

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

35
Q

Process loss

A

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

36
Q

Taskwork processes

A

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.

37
Q

Nominal group technique

A

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.

38
Q

Decision infirmity

A

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

39
Q

Staff validity

A

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.

40
Q

Hierarchical sensitivity

A

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

41
Q

Boundary spanning

A

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.

42
Q

Teamwork processes

A

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

43
Q

Transition processes

A

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

44
Q

Action processes

A

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

45
Q

Interpersonal processes

A

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

46
Q

Team states

A

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

47
Q

Cohesion

A

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.

48
Q

Potency

A

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

49
Q

Mental models

A

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

50
Q

Transactive memory

A

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

51
Q

Team viability

A

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