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MSCI Part 2 > Chapter 5 - Teams > Flashcards

Chapter 5 - Teams Flashcards

1
Q 
Work groups VS Work teams?
The four categories:
1) Goal
2) Synergy
3) Accountability 
4) Skills
A 
Goal
Work Groups
1) Share information
2) Neutral (sometimes negative)
3) Individual accountability 
4) Random and varied

Work Teams

1) Collective performance/effort
2) Positive
3) Individual and also mutual
4) Complementary

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2
Q

Task Interdependance

1) what is it
2) The 2 types?

A

1) How much coordination is required by group to do and complete goals

2) POOLED INTERDEPENDENCE
All work separately (divided work maybe) towards the goal(output)

3) Comprehensive Interdependence
All work together, check with each other and having one output (Same goal reaching as pooled Interdependance)

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3
Q

Outcome Interdependance

1) what is it
2) What does it promote?

A

1) how well you share the rewards/punishments of the goal accomplishment
(If the team wins, everyone wins, vice versa with failure)

2) HIGH outcome interdependence promotes higher levels of co-operation.

EXTRA (NEED TO KNOW):
If the task interdependence is low, it’s right to set the outcome interdependance and vice versa
LOW task interdependance = LOW outcome interdependance

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4
Q

Two different types of team compensation/rewards?

A

Uniform rewards:

  • HIGH outcome interdependence
  • Although, might demotivated high performers due to equity concerns
  1. Hybrid outcome interdependance
    members receive rewards that are dependant on BOTH team performance AND individual performance.
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5
Q

4 types of team? explain them a bit

4

A
  1. Work teams - purpose is to produce goods & deliverables
  2. Parrallel Teams - members with different main roles that give recommendations and bring up issues to the manager about the organization’s production process.
  3. Project teams - member who usually only finish “one-time” tasks that are complex and require a lot of different input and and different types of training and expertise.
  4. Virtual Teams - members are all over the world and do work separately and collaborate through the Internet (skype, conference calls, etc)
    (Limited contact)
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6
Q

Communication Channels

1) What is it
2) What does it mean for it to be “rich”?

A

Channel
- methods of receiving/sending information

2) A rich channel:
- handles multiple cues at once
- Quick feedback

Choices on what to sue depends the message: routine, personal, ambiguous, timing, etc

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7
Q

What are the mediums for channels?
(Interactive)
(Static)
(6)

A 
Richest to leanest
INTERACTIVE
1. Face to face
2. Video conference
3. Telephone
STATIC
4. Personal Email
5. Memos, letter,
6. Bulletins, flyers
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8
Q

FIVE STAGE MODEL:

6 stages of team development

A 
1. Pre group 
2 .Forming
3. Storming
4. Norming 
5. Performing
6. Adjourning
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9
Q 
FIVE STAGE MODEL:
Explain the 4 processes:
1) Forming
2) Storming
3) Norming 
4) Performing
A

1) Uncertainty - member figure out boundaries and what they need to do in the group
2) Intra-group conflict - who is doing what, who is in charge. members now accept the group, but resist constraints by the group
3) Coheviseness - norms are established. Members realize that they need to work together to accomplish the team goals.
4) Performing. - members are okay with working within their roles and the term produces deliverables.

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10
Q

FIVE STAGE MODEL:

Critique? (2)

A

1) assumes the group become more effective as it progresses through the first four stages
NOT TRUE - process isnt always linear, groups might regress, etc

2) Ignores the organizational context

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11
Q

What is an alternative model (opposed to the five stage model) for TEMPORARY groups?

1) How is it different?
2) Sequence of actions? (6)

A

PUNCTUATED EQUILIBRIUM MODEL.

1) these groups under a deadlines experience increase in productivity at the halfway point.

2)
1. Setting group direction
2. First phase of inertia
3. Half way point transition
4. MAJOR changes
5. Second phase of inertia
6. Accelerated activity

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12
Q

3 team properties that determine group Behavior

A
  1. Norms & Rules
  2. Group Size
  3. Cohesiveness
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13
Q

NORMS:

1) What is it
2) Some examples of norms?

A

1) Acceptable standards of Behavior, values and attitudes within a group that are shared by the groups members

2) Performance (how hard to work, what kind of quality, etc)
& Appearance (dress wear, when to be busy, when to goof off)
& Social arrangement (how formal interaction should be amongst team members)

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14
Q

NORMS:

3 ways they develop?

A
  1. Primacy - first behaviour patterns
  2. Explicit statements - somethings said or established by group supervisors , or strong members (leaders)
  3. Carry-over Behaviour - group members bring expectations with them from previous experience/groups
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15
Q

NORMS

3 ways why they are enforced

A

1) expresses central values, helps to solidifies and maintain groups
2) facilitates group survival - seeking to enforce norm that chances of failure are lower.
3) makes behaviour predictable - allows you to anticipate others actions and prepare responses.

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16
Q

NORMS:
What is CONFORMITY?
Then, what are reference groups?

A
  1. Conformity
    A change in behavior due to influence of other people
    - gaining acceptance by adjusting one’s Behavior to align with norms of the group.
  2. People who conform to the norms of a group that they want to join to have a higher chance of belonging.
17
Q

4 MODERATING EFFECTS OF CONFORMITY?

A

1) group size does matter to an extent
- 1to2
- 3to4, no different if you have more than that

2) Making public responses vs. private one
- private answer, conformity dropped 66%

3) status
- high statutes members are less restrained by norms/pressure to conform

4) allies make huge difference
- having someone agree with you when in a minority makes much of a difference - conformity dropped 25%

18
Q

Moral of conformity?

A
  • The desire to conform is an EXTREMELY STRONG motivator of your behavior and sometimes beliefs
  • be-careful of conforming to the wrong group!
19
Q

ROLES:
1) What is it?

2) Norms VS roles?

A

1) expected behavior patterns associated with that position in the group.
I.e. Gender roles

2) Norms VS Roles
Norms dictate how ALL group members should behave but soles are behavior patterns specific to that position. (In the group)

20
Q

GROUP SIZE:

A

````````

21
Q

GROUP SIZE:
1) What is the most satisfactory group size?

2) Best attributes of a SMALL group
3) Best attributes of a LARGE group

A

1) 4 and 5
2) Speed, Individual Performance, Overall performance
3) Diverse input, Problem Solving

22
Q

3 Tasks in relation to group size/performance

Which is better for LARGER and SMALLER groups?

A
  1. Disjunctive tasks - group performance is dependent on performance of the BEST group member
  2. Additive task - dependent on the sum of the performance of individual group members
  3. Conjunctive Tasks: Group performance limited by the weakest group member.

Additive and disjunctive are good for LARGER groups

for purely Conjunctive tasks, performance should decrease as group size increases.

23
Q

Issues with group size?

2

A
  1. Process losses (Steiner study, 1972)
    - As they get bigger, performance increases until it falls off.
    - process losses increase with group size
    (More time deciding things, more problems with communicating)
  2. Social Loafing
    - expecting to work less because you’re in a group
    - motivation problem
    - need to keep group size smaller to make individual performance more visible
24
Q

COHESIVENESS

1) what is it
2) what is it beneficial/detrimental

A
  1. How much members are attracted to each other, and are motivated to stay in the group
    - develops over time
  2. can be beneficial/detrimental to team depending on performance norms
25
Q

COHESIVENESS:
Factors affecting it? (There are 5)
(Both Positively or negatively)

A
  1. Threats to survival and other competition
    - brings group together - more cohesiveness
  2. Success
    - successfully achieving a goal together
  3. Member diversity
    - more diverse group have a harder time with cohesiveness
  4. Size
    - the more, the harder to stay cohesive
  5. Toughness of initiation
    - groups that are harder to get into are usually more attractive that those that are easy to join
26
Q

COHESIVNESS:

How to increase it? (6)

A
  1. Smaller groups
  2. More time spent together
  3. Give rewards to the group, not individuals
  4. Stimulate competition with other groups
  5. Physically isolate the group
  6. Increase group status and admission difficulty
27
Q

COHESIVENESS:

Cons/Consenquences

A
  • Less turnover and absenteeism with cohesive groups
  • greater conformity to group norms
  • highly cohesive groups are either MORE or LESS cohesively and lower cohesiveness groups.
28
Q

CONFLICT AND COHESION:

1) the 2 types of conflict

A
  • personal conflict (negative relation to cohesion and performance)
    “You’re so….” “Why are you always…”
  • Task Conflict (positive relation to performance)
    • challenging assumptions, disagreements, different perspectives
29
Q

GROUPTHINK (Janis 1972)

1) what is it?
2) when is it common?
3) some reason for happening?

A

1) a defective group decision-making process
2) common when there is pressure for conformity not seeing or judging the unusual, minority-base, and unpopular views

3) Poor research
- seeking only supporting info (not looking at other options)
- failure to examine risks and Consenquences
- limiting ideas leading to limited discussion

EXTRA
Problem -> too much rapid convergence -> action

30
Q

GROUPTHINK:

1) when is it more likely to occur
2) how to minimize?

A
  1. Group is highly cohesive, strong-directive leader, no decision making procedure, group is isolated
  2. Encourage group leaders to be impartial, have a devils advocate
31
Q

(Review) CONS OF GROUPS

4 parts

A
  1. Teams take more time and resources than individual work.
    - teams require a lot of non-working time (meeting & discussions)
    - training and building up a team - time!
    - Longer to make a decision and prone to group think

MSCI Part 2 (5 decks)

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