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.