Chapter 11 - Team Characteristics and Processes

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
produce goods or services
production team, sales team, maintenance team

Question 3

management teams

Answer 3

relatively permanent teams that participate in managerial-level tasks that affect the entire organization
typically department heads
top management teams

Question 4

parallel teams

Answer 4

teams composed of members from various jobs within the organization that meet to provide recommendations about important issues
quality circle, advisory council

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
product design team, research group, planning team

Question 6

action teams

Answer 6

teams of limited duration that perform complex tasks in contexts that tend to be highly visible and challenging
surgical team, musical group

Question 7

multiple team membership

Answer 7

a work arrangement in which employees are assigned to multiple teams simultaneously

Question 8

virtual teams

Answer 8

geographically dispersed and interdependent activity occurs through email, web conferencing and instant messaging

Question 9

team development model 1

1. forming

Answer 9

members orient themselves by trying to understand their boundaries in the team

Question 10

team development model 1

2. storming

Answer 10

members retain committed to ideas they bring with them to the team

Question 11

team development model #1

2 norming

Answer 11

members realize that they need to work together to accomplish team goals and they being to cooperate

Question 12

team development model #1

3 performing

Answer 12

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

Question 13

5 adjourning

Answer 13

disengage and separate from the team

Question 14

punctuated equilibrium

Answer 14

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

Question 15

team inderdepence

Answer 15

the way in which the members of a team are linked to one another

in respect to interactions that take place as the team accomplishes it work, goals, rewards

Question 16

types of team interdependence

task interdependence

Answer 16

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 17

types of team interdependence

pooled interdependence

Answer 17

lowest degree of required coordination
everyone does their work independently and then you put it all together

Question 18

types of team interdepence

sequential interdependence

Answer 18

different tasks are done in a prescribed order
group is structured such that the members specialize in these tasks
interaction occurs only between members who perform tasks that are next to each other in the sequence

Question 19

reciprocal interdependence

Answer 19

new type of task interdependence
similar to sequential, members are specialized to perform specific tasks
instead of a strict sequence, members interact with a subset of other members to complete the team’s work

Question 20

comprehensive interdependence

Answer 20

highest level of interaction and coordination among members as they try to accomplish work
great deal of discretion involved in accomplishing the team’s work
diverse backgrounds

Question 21

goal interdependence

Answer 21

the degree to which team members have a shared vision of the team’s goal and align their individual goals with that vision
created formalized mission statement
invest time and effort to align goals

Question 22

outcome interdependence

Answer 22

the degree to which team members share equally in the feedback and rewards that result from the team achieving its goals
high outcome interdependence: team members depend on the performance of other team members for the rewards they receive

Question 23

team composition

Answer 23

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

Question 24

member roles

Answer 24

pattern of behaviour a person is generally expected to display in a given context

Question 25

team task roles

Answer 25

behaviour that directly facilitate the accomplishment of team tasks coordinator devil’s advocate energizer

Question 26

team-building roles

Answer 26

behaviours that influence the quality of the team’s social climate encourager harmonizer compromiser helps to manage conflict

Question 27

individualistic roles

Answer 27

behaviours that benefit the individual at the expense of the team aggressor blocker recognition seeker causes negative feelings

Question 28

member ability

Answer 28

physical abilities cognitive ability having highest level of ability relevant to task (disjunctive tasks) when the team’s performance depends on the abilities of the “weak link” are called conjunctive tasks additive tasks: contributions resulting from the abilities of every member add up to determine team performance

Question 29

member personality

Answer 29

affects roles, norms and how the team functions agreeableness people are more cooperative and trusting low conscientiousness: uncomfortable and time-consuming interpersonal conflicts extraverted people are beneficial to the social climate of the group, too many can harm the team

Question 30

team diversity

Answer 30

the agree to which team members are different from one another values, beliefs, knowledge, expertise, social status, power, sense of time urgency

Question 31

value in diversity problem solving approach

Answer 31

a theory that supports team diversity because it provides a larger pool of knowledge and perspectives fosters learning

Question 32

similarity attraction approach

Answer 32

a theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them cultural background, race and attitudes

Question 33

surface-level diversity

Answer 33

diversity of observable attributes such as race, gender, ethnicity and age surface differences are replaced with knowledge regarding underlying characteristics

Question 34

fault lines

Answer 34

informal subgroups develop based on similarity in surface level attributes such as gender or characteristics problem: knowledge and information possessed by one subgroup may not be communicated to other subgroups in a manner that might help the entire team perform more effectively

Question 35

deep-level diversity

Answer 35

diversity of attributes that are inferred through observation or experience, such as one’s values or personality time appears to increase the negative effects of deep-level diversity on team functioning and effectiveness differences that relate to underlying values and goals become increasingly apparent these effects can be managed if teams are instructed to take the time to reflect on their progress toward goals and their strategies

Question 36

team size

Answer 36

having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks management and project teams work on complex tasks so it is better to have additional resources production teams do routine tasks so they don’t need additional resources

Question 37

team process

Answer 37

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

Question 38

process gain

Answer 38

achievement of team outcomes greater than those one would expect on the basis of the capabilities of the individual members results in useful resources and capabilities that did not exist before the team created them

Question 39

process loss

Answer 39

achievement of team outcomes less than those one would expect on the basis of the capabilities of the individual members factor 1: members have to work to not only accomplish their own tasks but also coordinate their activities with the activities of their teammates

Question 40

coordination loss

Answer 40

extra focus on integrating work and consumes time that would be devoted to task activity

Question 41

production blocking

Answer 41

members have to wait on one another before they can do their part of the team task

Question 42

motivational loss

Answer 42

loss in team productivity that occurs when team members don’t work as hard as they could

Question 43

social loafing

Answer 43

members exerting less effort when working on team tasks than they would if they worked alone on the same tasks

Question 44

taskwork processes

Answer 44

the activities of team members that relate directly to the accomplishment of team tasks taskwork occurs any time team members interact with the tools or technologies that are used to complete their work

Question 45

creative behaviour

Answer 45

driven in part by the creativity of individual employees also affected by characteristics such as conformity and attention to detail

Question 46

brainstorming

Answer 46

express all ideas that come to mind (no matter how strange) go for the quantity of ideas rather than quality don’t criticize or evaluate the ideas of others build on the ideas of others

Question 47

negatives of brainstorming

Answer 47

social loafing, people criticize other ideas, production blocking because people have to wait to express their ideas

Question 48

positives of brainstorming

Answer 48

builds morales, sharing of knowledge, useful for issues that arise in the future

Question 49

nominal group technique

Answer 49

team gets together and outlines the purpose of the meeting members have set time period to write down their ideas on a piece of paper then members have a discussion intended to clarify and build on the ideas then members individually rank order ideas on a card that they submit to a facilitator facilitator picks winning idea

Question 50

decision making

Answer 50

decisions result from the interaction among team members members share information regarding a problem or task, and they reach a consensus juries in some contexts, decision making involve multiple members gathering and considering information that is relevant to their area and then making recs to the team leader who makes the final decision

Question 51

# factors that account for teams ability to make effective decisions decision informity

Answer 51

reflects whether members possess adequate information about their own task responsibilities (basically playing your part)

Question 52

# factors that account for teams ability to make effective decisions staff validity

Answer 52

the degree to which members make good recommendations to the leader (good ability, insight and judgment)

Question 53

# factors that account for teams ability to make effective decisions hierarchical sensitivity

Answer 53

the degree to which the leader effectively weights the recommendations of the members (actually respecting good ideas)

Question 54

experienced teams

Answer 54

more experienced teams tend to make better decisions because they develop an understanding of which members provide the best recommendations

Question 55

boundary spanning

Answer 55

involves three types of activities with individuals and groups other than those who are considered part of the team

Question 56

# boundary spanning ambassador activities

Answer 56

communications that are intended to protect the team, persuade others to support the team or obtain important resources for the team typically communication with people who are higher up in the organization

Question 57

# boundary spanning task coordinator activities

Answer 57

involve communications that are intended to coordinate task-related issues with people or groups in other functional areas eg: marketing meeting with manufacturing

Question 58

# boundary spanning scout activities

Answer 58

refers to things team members do to obtain information about technology, competitors or the broader marketplace

Question 59

teamwork processes

Answer 59

- the interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself -behaviours that create the setting or context in which taskwork can be carried out

Question 60

transition processes

Answer 60

teamwork activities that focus on preparation for future work 1mission analysis - analysis of the teams task 2strategy formulation - the development of courses of action 3goal specification - involves the development and prioritization of goals related to the team’s mission and strategy 4coordination: synchronizing team members’ activities in a way that makes them mesh effectively and seamlessly

Question 61

interpersonal processes

Answer 61

teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members motivating and confidence building affect management: involves activities that foster a sense of emotional balance and unity conflict management: involves activities that the team uses to manage conflicts that arise in the course of its work relationship conflict: refers to disagreements among team members in terms of interpersonal relationships or incompatibilities task conflicts

Question 62

team states

Answer 62

specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together ostracism can be painful and lead to disengagement and other negative consequences to the individual and to the team

Question 63

cohesion

Answer 63

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 is cohesive a good team? no, highly cohesive teams try to maintain harmony by striving toward conesus without ever seeking alternative viewpoints

Question 64

groupthink

Answer 64

behaviours that support conformity and team harmony at the expense of other team priorities

Question 65

potency

Answer 65

a team state reflecting the degree of confidence among team members that the team can be effective across situations and tasks develops through personal confidence, trust in other member’s and feedback about past performance

Question 66

mental models

Answer 66

the degree to which team members have a shared understanding of important aspects of the team and its task

Question 67

transactive memory

Answer 67

the degree to which team members’ specialized knowledge is integrated into an effective system of memory for the team takes into account the idea that not everyone on a team has to possess the same knowledge meta knowledge: knowledge of who knows what

Question 68

team performance

Answer 68

includes metrics such as quantity and quality of goods or services produced, customer satisfaction, the effectiveness/accuracy of decisions

Question 69

team commitment/team viability

Answer 69

refers to the likelihood that the team can work together effectively into the future

Question 70

when does task performance tend to be higher?

Answer 70

task performance tends to be higher in teams in which members depend on one another and have to coordinate their activities rather than when members work more or less independently relationship is stronger when task is more complex

Question 71

do team processes affect performance and commmitmentt?

Answer 71

hard to answer because there are several different types of team processes effectiveness with respect to a wide variety of interactions is needed to help teams achieve process gain the importance of team processes to team performance may be more strongly positive in teams in which there are higher levels of interdependence

Question 72

Training intervention types

Answer 72

training in transportable teamwork competencies, cross training, team process training, team building

Question 73

cross training

Answer 73

training team members in the duties and responsibilities of their teammates

Question 74

team process training

Answer 74

the use of team experiences that facilitates the team’s ability to function and perform more effectively as an intact unit

Question 75

team building

Answer 75

fun activities that facilitate team problem solving, trust, relationship building, clarification of role responsibilities