Chapter 11: Team Characteristics and Diversity Flashcards

1
Q

Stages of team development (5)

A
Forming
Storming
Norming
Performing 
Adjourning
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2
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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3
Q

Work team

A

“A relatively permanent team
in which members work together to produce
goods and/or provide services,”

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4
Q

Management team

A

“relatively permanent
team that participates in managerial-
level tasks that affect the entire
organization”

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5
Q

Parallel team

A

“A team composed of members
from various jobs within the organization
that meets to provide recommendations
about important issues,”

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6
Q

Project team

A

“A team 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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7
Q

Action team

A

“A team of limited duration
that performs complex tasks in contexts that
tend to be highly visible and challenging”

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8
Q

Virtual team

A

“A team in which the members
are geographically dispersed, and
interdependent activity occurs through
e-mail, web conferencing, and instant messaging,”

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9
Q

Forming

A

Forming “The first stage of team development,
during which members try to get
a feel for what is expected of them, what
types of behaviors are out of bounds, and
who’s in charge”

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10
Q

Storming

A

“The second stage of team development,
during which conflict occurs due
to members’ ongoing commitment to ideas
they bring with them to the team”

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11
Q

Norming

A

“The third stage of team development,
during which members realize that
they need to work together to accomplish
team goals and consequently begin to cooperate,”

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12
Q

Performing

A

“The fourth stage of team
development, during which members are
comfortable working within their roles, and
the team makes progress toward goals”

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13
Q

Adjourning

A
"The final stage of team
development, during which members experience
anxiety and other emotions as they
disengage and ultimately separate from
the team,"
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14
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”

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15
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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16
Q

Pooled interdependence

A

“A form of
task independence in which group members
complete their work assignments independently,
and then their work is simply added
together to represent the group’s output,”

17
Q

Sequential interdependence

A
"A form of
task interdependence in which group members
perform different tasks in a prescribed
sequence, and members depend on only
the member who comes before them in the
sequence,"
18
Q

Reciprocal interdependence

A
"A form
of task interdependence in which group
members interact with only a limited subset
of other members to complete the team’s
work,"
19
Q

Comprehensive interdependence

A

“A form of task interdependence in which
team members have 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,”

20
Q

Goal interdependence

A

“The degree to
which team members have a shared goal
and align their individual goals with that
vision,”

21
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”

22
Q

Team composition

A

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

23
Q

Role

A

“The behavior a person is generally

expected to display in a given context”

24
Q

Leader–staff teams

A

“A type of team that
consists of members who make recommendations
to the leader who is ultimately
responsible for team decisions,”

25
Q

Team task roles

A

“The behavior a person is generally

expected to display in a given context”

26
Q

Team-building roles

A

“Behaviors that
influence the quality of the team’s social
climate,”

27
Q

Individualistic roles

A

“Behaviors that
benefit the individual at the expense of the
team,”

28
Q

Disjunctive tasks

A

“Tasks with an objectively
verifiable best solution for which the
member with the highest level of ability
has the most influence on team effectiveness,”

29
Q

Conjunctive tasks

A

“Tasks for
which the team’s performance
depends on the abilities of the team’s
weakest link,”

30
Q

Additive tasks

A

“Tasks for which
the contributions from every member add
up to determine team performance”

31
Q

Team diversity

A

“The degree to which team

members are different from one another”

32
Q

Value in diversity problem-solving approach

A

“A theory that supports team
diversity because it provides a larger pool
of knowledge and perspectives”

33
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”

34
Q

Surface-level diversity

A

“Diversity of
observable attributes such as race, gender,
ethnicity, and age”

35
Q

Deep-level diversity

A

“Diversity of attributes
that are inferred through observation
or experience, such as one’s values or personality,”

36
Q

Team viability

A

“Team commitment; the
likelihood a team can work together effectively
into the future,”

37
Q

Hybrid outcome interdependence

A

“When team members receive rewards
based on both their individual performance
and that of the team to which they
belong,”