Exam (8-10) Flashcards
(106 cards)
1
Q
A team has:
A
- Definable membership
- Group Identity
- Sense of shared purpose
- Interdependence
- Interaction
- Sustainability
- Ability to act together
2
Q
When team members periodically review the team’s effectiveness, they display:
A
Sustainability
3
Q
A collection of three or more people identifiable by name or type.
A
Definable membership
4
Q
5 core elements to a team:
A
- Purpose
- Performance goals
- Complementary skills
- Commitment to how the work gets done
- Mutual accountability
5
Q
At the center of team effectiveness is:
A
- Communicating
- Trust-Building
- Decision-Making
- Fostering Collective Intelligence
- Maintaining Accountability
6
Q
Defensive group climates:
A
- Evaluation
- Control
- Strategy
- Neutrality
- Superiority
- Certainty
7
Q
Supportive group climates
A
- Description
- Problem orientation
- Spontaneity
- Empathy
- Equality
- Provisionalism
8
Q
The willingness to rely on others in the absence of monitoring.
A
Trust
9
Q
Assessments of trustworthiness are based on three factors:
A
- Ability
- Benevolence
- Integrity
10
Q
Trust develops through:
A
- Incentives
- Familiarity
- Similarity
- Social embeddedness
- Implicitly
11
Q
A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action.
A
Groupthink
12
Q
Groupthink causes:
A
- Cohesion
- Isolation
- Biased leadership
- Decisional stress
- Homophily
- Discursive arguments
13
Q
The tendency for people to associate with like-minded people, which positively reinforces certain beliefs, meaning teams become echo members.
A
Homophily
13
Q
When people do not exert as much effort when working in teams, nor do they expend as much cognitive effort trying to solve problems.
A
Social loafing
14
Q
Means understanding that problems are more easily solved as a group than in isolation.
A
Collective intelligence
15
Q
Is when multiple partners work together toward a common goal that will benefit everyone.
A
Cooperation
16
Q
Is the ability to feel and understand another’s emotional experience.
A
Empathy
17
Q
Task roles:
A
- Contractor
- Creator
- Contributor
- Completer
- Critic
18
Q
Relational roles:
A
- Cooperator
- Communicator
- Calibrator
19
Q
Boundary-spanning roles:
A
- Consul
- Coordinator
20
Q
Actions that structure the task-orientation behaviours of other team members.
A
Contractor
21
Q
Actions that change or give original structure to the task processes and strategies of the team.
A
Creator
22
Q
Actions that contribute critical information or expertise to the team.
A
Contributor
23
Q
Actions that execute the individual-oriented tasks in the team.
A
Completer
24
Actions that go against the flow of the team, subjecting ideas/decisions to critical evaluation and scrutiny.
Critic
24
Actions that proactively support the expectations, ideas, and influence attempts of the group and its members.
Cooperator
25
Actions that create a social environment conducive to collaboration.
Communicator
26
Actions that observe the teams social process, make the team aware of them, and suggest changes to meet functional social norms.
Calibrator
27
Actions that collect information and resources from relevant parties outside the team.
Consul
27
Actions that involve interfacing with stakeholders outside the team to coordinate team efforts with other parties.
Coordinator
28
Actions that resist the team and/or its direction, stubbornness.
Blocker
29
Actions that call attention to own achievements.
Recognition seeker
30
Actions that maintain distance, isolating oneself from the team.
Avoider
31
Implicit ground rules for "the way things are" in a social context.
Team Norms
32
The five steps in Tuckman's model of team development are:
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
33
The stage at which members expose information about themselves in polite but tentative interactions.
They explore the purpose of the group and gather information about each other's interests, skills, and personal tendencies.
Forming
34
The stage at which disagreements about procedures and purposes surface, so criticism and conflict increase.
Storming
35
The stage that occurs once the group agrees on its goals, procedures, and leadership, norms, roles, and social relationships develop that increase the group's stability and cohesiveness.
Norming
36
At this stage, the group focuses its energies and attention on its goals, displaying higher rates of task-orientation, decision-making, and problem-solving.
Performing
37
At this stage, the group prepares to disband by completing tasks, reduces levels of dependency among members, and dealing with any unresolved issues.
Adjourning
38
The five phases of project management:
1. Project initiation
2. Project planning
3. Projection execution
4. Project control
5. Project close
39
A contract that sets the task boundary and structure.
Project charter
40
A project charter:
- Articulates the team's purpose
- Establishes a commitment to get the work done
- Sets the performance goals
- Assigns formal and informal roles
41
When included in a project plan, team commitment also helps to manage team __.
Diversity
42
Group identification – Team composition:
- Roles and responsibilities and priorities (hats)
- Social identity and inclusion
43
The open systems model of team work suggests that team work can be considered as a three-stage sequence:
Inputs --> Throughputs --> Outputs
44
Factors which are controlled and influenced by management.
Inputs
45
Activities and tasks that help to transform inputs into outputs.
Throughputs
46
Identifies the problem statement and root causes as well as unique, feasible, and case specific alternatives.
Case strategist
47
Identifies 3-5 thoughtful decision criteria and evaluates the alternatives against the criteria to create a recommendation.
Case analyst
48
Completes the quantitative analysis to evaluate the recommendation.
Case financial lead
49
Completes the action plan that will address the problem and deliver value to the client.
Case implementation lead
50
Completes the qualitative analysis to evaluate the recommendation.
Case risk lead
51
Illuminates a conflict at the core of many decisions to cooperate: it pits the motivation to maximize personal reward against the motivation to minimize gains for the group.
Prisoner's dilemma
52
Describes people's preferences when dividing important resources between themselves and others.
Social value orientation
53
Extent to which people value not only their own outcomes, but the outcomes of others.
Social value orientation
54
Try to maximize their relative advantage over others.
Competitive SVOs
55
Try to maximize joint gain for both themselves and others and are more likely to split the resources evenly.
Cooperative SVOs
56
Always maximize gains to the self, regardless of how it affects others.
Individualistic SVOs
57
Literally means "to be able."
Power
58
Enables one individual or group to make the decisions that affect others and to enforce control.
Power-Over
59
Refers to a more personal sense of strength or agency. Manifests itself when we can stand, walk, and speak "words that convey our needs and thoughts."
Power-from-within
60
The power of a strong individual in a group of equals, the power not to command, but to suggest and be listened to, to begin something and see it happen.
Power-with
61
Allegiance is based on interpersonal attraction of one individual to another.
Reference power
62
The individual has credibility in a particular – and narrow – area as a result of experience and expertise, and this gives the individual power in that domain.
Expert power
63
This type of power depends on the official position a person holds.
Legitimate power
64
The formal power given to a work leader to give out rewards to other employees, such as pay raises, promotions, desirable job assignments, and so forth.
Reward power
65
Power that employs the use of force, threats, and other forms of coercion to stimulate an outcome.
Coercive power
66
Individuals exercise this type of power through a reliance upon physical strength, verbal facility, or the ability to grant or withhold emotional support from others.
Coercive power
67
Leaders who use referent and expert power commonly experience _ responses.
Favourable
68
Reward and legitimate power have __ results.
Inconsistent
69
Leaders who rely solely on legitimate and authority power commonly experience __ responses.
Negative
70
A person's perceived level of importance or significance within a particular context.
Status
71
Status affects:
- How we speak
- Our participation in discussions
- The content of our communication
72
The relatively enduring tone and quality of group interactions that is experienced similarly by group members.
Group climate
73
Commitment to the purpose and activities of the team.
Task cohesion
74
Attraction and liking among group members.
Social cohesion
75
A social (interpersonal) influence relationship between two or more persons who depend on each other to attain mutual goals in a group situation.
Leadership
76
Effective leadership helps people and teams by focusing on the team's:
- Maintenance needs
- Task needs
77
The need for individuals to fit and work together by having, for example, share norms.
Maintenance needs
78
The need for the team to make progress toward attaining the goal that brought the team together.
Task needs
79
An expressed struggle between interdependent parties over goals which they perceive as incompatible or resources which they perceive to be insufficient.
Conflict
80
5 types of conflict:
- Substance
- Value
- Process
- Misperceived differences
- Relationship
81
Relate to questions about what choices to make in a given situation. Rest on differing views of the facts.
Conflicts of substance
82
Various parties either hold totally different values or rank the same values in a significantly different order.
Conflicts of value
83
People differ over how to reach goals or pursue values which they share.
Conflicts of process
84
When people interpret each other's actions or emotions erroneously.
Conflicts of misperceived differences.
85
Personality clashes. Often involve people ego's and sense of self-worth.
Relationship conflicts
86
The process of conflict:
1. Frustration
2. Conceptualization
3. Behaviour
4. Outcome
87
This is the approach to conflict management that is low on assertiveness but high on cooperativeness:
Accommodating
88
This is the approach to conflict management that is low on assertiveness and low on cooperativeness:
Avoiding
89
This is the approach to conflict management that is high on assertiveness but low cooperativeness:
Competing
90
This is the approach to conflict management that is high on assertiveness and high on cooperativeness:
Collaborating
91
This is the approach to conflict management that is in the middle:
Compromising
92
Preventing conflict
- Emphasizing group goals
- Providing stable, well-structured tasks
- Facilitating dialogue
- Avoiding win-lose situation
93
SBI framework:
- Situation
- Behaviour
- Impact
94
This part of the SBI framework is where we describe the specific situation where the behaviour took place.
Situation
95
This part of the SBI framework is where we describe the actual behaviour.
Behaviour
96
This part of the SBI framework is where we describe the results of the behaviour.
Impact
97
This is about each member of a team following through on their portion of a teamwide commitment and holding themselves responsible for delivering high-quality results.
Team accountability
98
The phase of project management where the team:
- Creates the project charter
- Determines stakeholders
- Completes business case
Project initiation
99
The phase of project management where the team:
- Create project management plan
- Defines the budget and scope
- Identifies risks
- Constructs work breakdown structure
Project planning
100
The phase of project management where the team:
- Allocates project resources
- Schedules project tasks
- Continues project status updates
Project execution
101
The phase of project management where the team:
- Monitors progression
- Measures KPIs
- Revisits project management plan
Project control
102
The phase of project management where the team:
- Records project processes and findings
- Hands-over deliverables
- Documents and reviews data
Project close
103
When people work together, they must coordinate their individual activities and contributions to reach maximum level of efficiency – but they rarely do. The result is:
Coordination loss
