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Management- Junior Year > Chapter 14: Leading Teams > Flashcards

Chapter 14: Leading Teams Flashcards

1
Q

a unit of two or more people who interact and coordinate their work to accomplish a common goal to which they are committed and hold themselves mutually accountable.

A

team

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2
Q

What are the 5 elements of effective teamwork/ requirements of teamwork?
Team Members…

A
  1. focus on a shared mission
  2. trust one another
  3. willing to sacrifice for the team
  4. communicate their objectives and needs
  5. pull together in the same direction
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3
Q

Effective teams can provide many advantages. What are 5 contributions teams make?

These 5 things lead to a ______ _________ and higher ________ ________.

A
  1. Creativity and innovation
  2. Improved Quality
  3. Speed of response
  4. Higher Productivity/Lower Costs
  5. Employee satisfaction/motivation
  • competitive advantage
  • organizational performance
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4
Q

the tendency for the presence of others to enhance one’s performance. Simply being around others has an energizing effect.

A

social facilitation

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5
Q

What are two common types of teams in organizations?

Organizations also use ____-______ teams to increase employee participation

A
  • Functional and cross-functional
  • self-managed
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6
Q

What type of team does this describe:
a manager and his or her subordinates in the formal chain of command.

A

functional (includes workers from same job department, ex: everyone on the team is apart of the engineering department of the organization; includes different levels of hierarchy)

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7
Q

What type of team does this describe:
employees from about the same hierarchical level but different areas of expertise.

A

cross-functional (includes workers from various departments of the organization)

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8
Q

What type of team does this describe:
typically consist of 5 to 20 multiskilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service.

A

self-managed (ex: engine assembly)

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9
Q

What are the 3 primary reasons that teams present a dilemma for many people?

A
  1. We have to give up our independence
  2. We have to put up with free riders
  3. Teams are sometimes dysfunctional
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10
Q

team members who attain benefits but do not actively contribute

A

free riders

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11
Q

What are 5 common dysfunctions of teams?

A
  1. Lack of trust
  2. Fear of conflict (people go along with others for the sake of harmony; don’t express conflicting opinions)
  3. Lack of commitment
  4. Avoidance of accountability
  5. Inattention to results (members put personal ambition or the needs of their individual departments ahead of collective results)
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12
Q

Work team effectiveness is based on what 3 outcomes?

A
  1. Productive output
  2. Personal satisfaction
  3. The capacity to adapt and learn
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13
Q

performance and the quality and quantity of task outputs

A

productive output

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14
Q

the team’s ability to meet the personal needs of its members

A

personal saitsfaction

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15
Q

the ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond to new threats or opportunities in the environment.

A

capacity to adapt and learn

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16
Q

Work Team Effectiveness Model:
- The factors that influence team effectiveness begin with the ______ ________.
- Within that context, managers define teams. Important team characteristics are its ____ and _______.
- These team characteristics influence ________ that are internal to the team, which, in turn, affect output, satisfaction, and the team’s contribution to organizational adaptability.

A
  • organizational context (includes matters such as leadership, strategy, environment, culture, and reward/ control systems
  • type (formal/virtual/self-managed) and composition (size/diversity/roles)
  • processes (stages of development/cohesiveness/norms/conflict resolution)
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17
Q

a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications

A

virtual team (can be local, national, or global)

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18
Q

a cross-border team made up of members of different nationalities whose activities span multiple countries.

A

global team

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19
Q

What are 3 advantages of virtual teams?

A
  1. Ability to assemble the most talented group of people
  2. Diversity
  3. Eliminates travel
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20
Q

A challenge for virtual teams is building _______ and _______.

A

rapport; trust

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21
Q

What are 3 things that effective virtual team leaders do?

A
  1. Use virtual technology to build relationships
  2. Shape culture through virtual technology
  3. Monitor progress and rewards
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22
Q

After deciding the type of team to use, the next issue of concern to managers is designing the team for greatest effectiveness. Team characteristics of particular concern are ______, ________, and ______ ______-.

A

size, diversity, member roles

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23
Q

T or F: numerous studies have found that smaller teams perform better.

A

True

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24
Q
  • Teams need to be large enough to incorporate the _____ _____ needed to complete a task, enable members to express good and bad feelings, and aggressively solve problems.
  • They also should be small enough to permit members to feel an ______ ______ of the team and to ________ effectively and efficiently.
  • Team size is usually between ___ and ____ people.
A
  • diverse skills
  • intimate part; communicate
  • 3-6
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25
Q

T or F: diverse teams produce more innovative solutions to problems

A

True

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26
Q

Both ________ diversity and ________ diversity can have a positive impact on work team performance.

A

functional; demographic

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27
Q
  • Diversity is often a source of _______.
  • Diversity may contribute to a healthy level of _________ that leads to better decision making.
A
  • creativity
  • disagreement
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28
Q

T or F: Ethnic, national, and racial diversity sometimes can hinder team interaction and performance in the short term, but with effective leadership, these problems fade over time.

A

True

29
Q

People who play a _______ ______ role spend time and energy helping the team reach its goals: Initiate _____, give _______, seek _______ , summarize and _______.

A
  • task specialist
  • ideas; opinions; information; energize
30
Q

People who adopt a ___________ role support team members’ emotional needs and help strengthen the social entity: encourage, harmonize, reduce tension, follow, compromise

A

socio-emotional

31
Q

What are the 5 Stages of Team Development?

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
32
Q

Match each of the following description to which stage of team development it describes:
1. establishment of order and cohesion
2. cooperation, problem-solving
3. task completion
4. conflict, disagreement
5. orientation, breaking the ice

A
  1. norming
  2. performing
  3. adjourning
  4. storming
  5. forming
33
Q

Which stage of team development does this describe:
a period of orientation and getting acquainted; uncertainty is high and members usually accept whatever power or authority is offered by either formal or informal leaders.

A

forming

34
Q

In which stage of team development do individual personalities emerge and is marked by conflict and disagreement?

A

storming (also, expression of emotions helps to build camaraderie and a shared understanding of goals and tasks.)

35
Q

In the _______ stage of team development, conflict is resolved and team harmony and unity emerge; members develop a sense of team cohesion

A

norming

36
Q

During the _______ stage of team development, the major emphasis is on problem solving and accomplishing the assigned task; members are committed to the team’s mission

A

performing

37
Q

Which stage of team development occurs in committees and teams that have a limited task to perform and are disbanded afterward? During this stage, the emphasis is on wrapping up and gearing down.

A

Adjourning

38
Q

the extent to which members are attracted to the team and motivated to remain in it

A

team cohesiveness

39
Q

What are 5 determinants that influence cohesiveness in teams?

A
  1. Team interaction
  2. Shared goals
  3. Personal attraction to team
  4. Presence of competition
  5. Team success
40
Q

What are the 2 results/consequences of cohesiveness in teams?

A
  1. Higher morale
  2. Typically greater productivity
41
Q

an informal standard of conduct that is shared by team members and guides their behavior.

A

team norm

(Norms are valuable bc they provide a frame of reference for what is expected and acceptable.)

42
Q

What are the 4 ways team norms develop?

A
  1. Critical events in team’s history
  2. Explicit statements from leader or members
  3. Primary: first-behavior precedents
  4. Carryover from other experiences
43
Q

Norms that are important to both positive team feelings and productive team output relate to what 4 things?

A
  1. Psychological Safety (a team climate characterized by mutual trust and respect in which team members are comfortable being themselves.)
  2. Emotional expression (People in effective teams feel comfortable enough to express their emotions as well as their thoughts.)
  3. Social sensitivity (A team’s collective intelligence increases when people are sensitive to and inquire into one another’s moods and emotions. Team members pay attention to and ask about one another’s facial expressions, body language, and other nonverbal cues.)
  4. Equal participation
44
Q

an antagonistic interaction in which one party attempts to block the intentions or goals of another; can occur within teams or between teams and another

A

conflict

45
Q

disagreements among people about the goals to be achieved or the content of the tasks to be performed.

A

task conflict

46
Q

refers to interpersonal incompatibility that creates tension and personal animosity among people.

A

relationship conflict

47
Q

T or F: In general, research suggests that task conflict can be beneficial because it leads to better decision making and problem solving. On the other hand, relationship conflict is typically associated with negative consequences for team effectiveness

A

True

48
Q

_____ conflict can be beneficial to teams and helps prevent _________.

A

mild; groupthink

49
Q

T or F: Conflict that’s too strong, that is focused on personal rather than work issues, or that is not managed appropriately can be damaging to the team’s morale and productivity.

A

True

50
Q

According to the balancing conflict and cooperation graph:
- team performance is (high/low) when there is a mild level of conflict.
- team performance is (high/low) when there is low conflict.
- team performance is (high/low) when there is high conflict.

A
  • mild
  • low
  • low
51
Q

What are 3 causes of conflict?

A
  1. Competition over resources (such as money, information, or supplies)
  2. Communication breakdowns
  3. Trust issues
52
Q

What type of team is typically more prone to communication breakdowns?

A

Virtual teams

53
Q

What are the 2 major dimensions for the styles of handling conflict?

A
  1. Assertive vs. unassertive
  2. Cooperative vs. uncooperative
54
Q

What are the 5 styles of handling conflict?

A
  1. Dominating style (my way)
  2. Compromising style (halfway)
  3. Accommodating style (your way)
  4. Collaborating style (our way)
  5. Avoiding style (no way)
55
Q

Match each of the following situations listed to which style of handling conflict would be best used in:
a. used when issue is more important than self, when building social credit, or when harmony is especially important.
b. enables both parties to win.
c. appropriate when the goals are equally important, when opponents have equal power, or when under time pressure.
d. useful when quick, decisive action is vital. (ex: during emergencies or urgent cost-cutting requirements.)
e. appropriate when an issue is trivial, when a delay to gather more information is needed, or when a disruption would be costly.

A

a. accommodating style (your way)
b. collaborating style (our way)
c. compromising style (our way)
d. dominating style (my way)
e. avoiding style (no way)

56
Q

The dominating style of handling conflict is (assertive/unassertive) and (uncooperative/cooperative).

A

assertive; uncooperative

57
Q

The accomodating style of handling conflict is (assertive/unassertive) and (uncooperative/cooperative).

A

unassertive; cooperative

58
Q

The avoidance style of handling conflict is (assertive/unassertive) and (uncooperative/cooperative).

A

unassertive; uncooperative

59
Q

The collaborating style of handling conflict is (assertive/unassertive) and (uncooperative/cooperative).

A

assertive; cooperative

60
Q

What are the 4 primary ways of expressing conflict?

A
  1. High directness-high intensity
  2. High directness-low intensity
  3. Low directness-high intensity
  4. Low-directness-high intensity
61
Q

Ways of Expressing Conflict:
a person using this approach expresses a conflict unambiguously by using aggressive or antagonistic verbal and nonverbal communication.

A

high-directness-high intensity

62
Q

Ways of Expressing Conflict:
with this approach, communication is unambiguous, but the person uses a low-voltage style.

A

high-directness-low intensity

63
Q

Ways of Expressing Conflict:
a person using this approach expresses a conflict ambiguously but uses aggressive tactics like ignoring or bullying.

A

low-directness-high intensity

64
Q

Ways of Expressing Conflict:
with this approach, a person expresses conflict in an ambiguous, low-key way. Behaviors might include withholding information an opponent needs or deliberately missing a deadline.

A

low-directness-low intensity

65
Q

Which way of expressing conflict is the most constructive way to express conflict?

A

High-directness-low intensity

66
Q

One distinctive type of conflict management is _______ whereby people engage in give-and-take discussions and consider various alternatives to reach a joint decision that is acceptable to both parties.

A

negotiation

67
Q

based on a win-win assumption in that all parties want to come up with a creative solution that can benefit both sides.

A

integrative negotiation

(Rather than viewing the conflict as a win-lose situation, people look at the issues from multiple angles, consider trade-offs, and try to “expand the pie” rather than divide it. )

68
Q

assumes that the size of the “pie” is fixed, and each party attempts to get as much of it as possible; a competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other party.

A

distributive negotiation

69
Q

Achieving a win-win solution through integrative negotiation is based on four key strategies:

A
  1. Separate the people from the problem
  2. Focus on underlying interests, not current demands
  3. Listen and ask questions
  4. Insist that results be based on objective standards

Management- Junior Year (11 decks)

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