Chapter 11 - Team Characteristics and Processes

Question 1

Teams

Answer 1

two + people who work independently over a time period to accomplish a goal

Question 2

interdependence

Answer 2

extent to which individuals are mutually reliant on one another
- task interdependence: interact on other team members for info, materials and resources to accomplish tasks
- goal interdependence: shared vision of teams goal and align individual goal with that vision
- outcome interdependence: share the rewards earned

Question 3

team characteristics

Answer 3

task complexity, creative output, problem-solving tasks

tasks complexity: high task complexity, the more people will be needed
creative output: thinking outside the box, being innovative, creative solutions
problem-soling tasks: drawing from different viewpoints/skills/knowledge

Question 4

team development models

Answer 4

• tuckman’s model: forming, norming, performing, adjourning
• punctuated equilibrium mode: sequence of team development changes based on deadlines/milestones

forming: get to know one another, learn boundaries of team, who is in charge
norming: realize that members need to work tg to accomplish goals
performing: members are comfortable working within their roles and make progress toward gial
adjourning: experience emotions as they separate from team

Question 5

types of teams

Answer 5

work teams, management, parallel, project, action

Question 6

work teams

Answer 6

relatively permanent, work tg to produce g/s

Question 7

management teams

Answer 7

relatively permanent, managerial-level tasks that affect entire organization

Question 8

parallel teams

Answer 8

various members of an organization, meet to provide reccomendations about important issues

Question 9

project teams

Answer 9

take on one-time tasks that are complex, require input from individuals from different areas

Question 10

action teams

Answer 10

limited duration, perform complex tasks

Question 11

team composition

Answer 11

member roles, member ability, member personality, team diversity, team size

Question 12

member roles

Answer 12

patterns of behaviour a person is expected to display
team tasks roles (facilitate accomplishment of team tasks)
team building roles (influence team’s social climate)
individual roles (benefit individual at teams expense)

Question 13

member ability

Answer 13

cognitive and physical abilities needed in a team depend on the nature of team’s task
- disjunctive tasks: performance determined by skills/abilities of top member
- conjunctive tasks: performance determined by skills/abilities of the weakest member
- additive tasks: each member’s inputs sumto determine team performance

Question 14

member personality

Answer 14

can affect roles of individuals, functionality, and performance of team
- conscientiousness, agreeableness, extraversion

Question 15

team diversity

Answer 15

members are different from one another (any attribute used to categorize individuals)
- surface-level diversity: observable attributes
- deep-level diversity: attributes learned by others via direct experience with them

Question 16

team size

Answer 16

complex tasks = bigger team, bigger team = more structure needed

Question 17

task work processes

Answer 17

creative behaivour, decision making, boundary spanning,

Question 18

task work processes

creative behaviour

Answer 18

general novel and useful ideas and solution

Question 19

task work processes

decision making

Answer 19

how consensus is used

Question 20

task work processes

boundary spanning

Answer 20

involvin others that are not part of the immediate team

Question 21

team states

Answer 21

cohesion, potency, mental models, transactive memory

cohesion: emotional bond w members
potency: confidence team will be effective in diff situations/tasks
mental modes: shared understanding of key aspects of team/task
transactive memory: specialized knowledge of the team

Question 22

components of team processes and outomes

Answer 22

process gain
process loss
coordination loss
motivation loss

process gain: team achievement/output > expected sum of individual output
process loss: team achievement/output < expected sum of individual output
coordination loss: resources devoted to managing the team outweigh the team gains
motivation loss: team members change their levels of contribution bc they work in a team