Final 1 Flashcards
1
Q
Stages of a Team Development
A
Forming Storming Norming Performing Adjourning
2
Q
Members share personal information, start to get to know and accept one another and begin turning their attention toward the group’s tasks
A
Forming
3
Q
An aura of courtesy prevails and interactions are often cautious
A
Forming
4
Q
Members compete for status, jockey for positions of relative control and argue about appropriate directions for the group
A
Storming
5
Q
External pressures interfere with the group and tensions rise between individuals as they assert themselves.
A
Storming
6
Q
The group begins moving together in a cooperative fashion, and a tentative balance among competing forces is struck
A
Norming
7
Q
Group norms emerge to guide individual behavior and cooperative feelings are increasingly evident
A
Norming
8
Q
The group matures and learns to handle complex challenges
A
Performing
9
Q
Functional roles are performed and fluidly exchanged as needed and tasks are efficiently acccomplished
A
Performing
10
Q
Even the most successful groups,committees, and project teams disband sooner or later
A
Adjournment
11
Q
It requires dissolving intense social relations and returning to permanent assignments
A
Adjournment
12
Q
It is becoming even more frequent with the advent of flexible organizations which feature temporary groups
A
Adjourning
13
Q
Differences between groups and teams
Dimension for comparison
A
Work Products Performance monitoring source Focus of activity Leadership View of conflict
14
Q
Work Products
A
Group: Individual
Team: Collective
15
Q
Performance Monitoring Source
A
External
Internal
16
Q
Focus of Activity
A
Efficient task performance
Problem solving
17
Q
Leadership
A
Single
Shared
18
Q
View of conflict
A
Dysfunctional and discouraged
Functional and encouraged
19
Q
When the members of a task team know their objectives, contribute responsibly and enthusiastically to the task and support one another
A
Teamwork
20
Q
Four ingredients to contribute to the development of teamwork
A
Supportive environment
Skills matched to role requirements
Superordinate goals
Team rewards
21
Q
They are the grand strategies created to bring order out of chaos when people work together
A
Organizations
22
Q
They provide the skeletal structures that helps create predictable relationships among people, technology, jobs, and resources
A
Organization
23
Q
Wherever people join in a common effort, it must be used to get productive results
A
Organizations
24
Q
Process of starting with the total amount of work to be done and dividing it into divisions, departments, work clusters, jobs and assignments of responsibilities to people
A
Classical organization theory
25
Efficiency and integration of efforts are achieved by means of of ___
Division of work
| Delegation
26
Creating levels of authority and functional units
Division of work
27
Assigning duties, authority, and responsibility to others
Delegation
28
Essentially mechanistic in their attempts to get people to act as efficiently and predictably as machines
Classical organizational structures
29
Functional units
Silos
30
Are more flexible, organic, and open.
Modern organizations
31
Tasks and roles are less rigidly defined
Modern organizations
32
Communication is more multidirectional
Modern organizations
33
It consists more of information and advice and joint problem solving than instruction and decisions
Communication
34
Often more effective in situations typical in the twenty first century
Organic forms
35
Work better if the environment is dynamic
Organic forms
36
They work better when tasks are not defined well enough to become doubting
Organic forms
37
They are more likely to be used within an organic form of organization
Teams
38
It is an overlay of one type of organization on another so that two chains of command are directing individual employees
Matrix organization
39
It is used especially for large, specialized projects that temporarily require large numbers of technical people with different skills to work in project teams
Matrix organization
40
It's teams focused on single projects, permitting better planning and control to meet budgets and deadlines. Especially on repetitive projects
Matrix organization
41
The matrix organizational process when applied on a large scale across internal organizational boundaries narrows creates _\
Cross functional teams
42
These are teams that draw their memmevers from more than one specialty area and often several
Cross functional teams
43
They contain a high element of diversity at least interns of professional backgrounds and work specialization
Cross functional teams
44
Cooperative small group in regular contact the team's ongoing existence to make a task team clearly different from either a short term drcions making group (committee) or a project team in a matrix structure
Task team
45
Ingredients of effective teams
```
Supportive environment
Skills and Role Clarity
Superordinate goals
Team rewards
Empowered teams
```
46
Teamwork is most likely to develop when management builds \\_
Supportive environment
47
Creating such an environment involves encouraging members e to think like a team providing adequate time for meetings, and demonstrating faith in member's capacity
Supportive environment
48
Team members must be reasonably qualified to perform their jobs and have the desire the cooperate.
Skills and Role Clarity
49
Beyond these requirements, members can work together as a team only after all the members of the group know the roles of all the others with whom they will be interacting
Skills and role Clarity
50
When this understanding exists, members can act immediately as a team on the basis of the requirements of that situation without waiting for someone to give an order
Skills and Role Clarity
51
A major responsible of managers is to try to keep the team members oriented toward their overall task
Superordinate goals
52
Sometimes, unfortunately an organization's policies, record keeping requirements and reward systems may fragment individual efforts and discourage teamwork
Superordinate goals
53
Which a higher goal that integrates the efforts of two or more persons
Superordinate goals
54
It can be attained only if all parties carry their weight
Superordinate goals
55
Such goals serve to focus attention, unity efforts, and stimulate more cohesive teams
Superordinate goals
56
These may be financial or they may be in the form of recognition
Team rewards
57
They are the most powerful if the are valued by team members, perceived as possible to earn, and administered contingent in the group's task performance
Rewards
58
Organizations need to achieve a careful balance between encouraging and rewarding individual initiative and growth stimulating full contributions to team success
Team rewards
59
It may include the authority to select new members of the group make recommendations regarding a new supervisor or propose discipline for team members
Innovative (non financial) team rewards
60
Plays a powerful role in team success just as it does in athletic teams
Empowered teams
61
It will likely feel more motivated and empowered when they:
Share a sense of potency
Experience meaningfulness
Are given autonomy
Share impact on results
62
Have a can-do attitude
Potency
63
Have a commitment to worthwhile purpose
Meaningfulness
64
Have freedom and discretion to control resources and make decisions
Autonomy
65
Can assess, monitor and celebrate their contributions and results
Impact
66
Potential team problems/ Two troublesome
Changing membership/composition
| Social loafing
67
Being compiled and dynamic, teamwork is sensitive to all aspect of organizational environment
Changing composition/membership
68
Like the mighty oak, teamwork grows slowly but on occasion it declines quickly like the same oak crashing to the forest floor
Changing compositions/environment
69
For example, too many changes and personnel transfers interferes with group relationships and prevent the growth of teamwork
Changing composition/membership
70
Members may be drafted onto higher-priority projects they may experience a personal crisis I and take a family medical leave or they may be lured away to another company by better working conditions and rears and some teams most notably domain- automatically experience personal changes as players depart for the professional arena o find other priorities in their lives
Most teams earn to manage internal turnover
71
The departure from classical
| Lines of authority may be difficult for some employees to handle responsibly
Social loafing
72
The extensive participation in decision making consum s large amounts of time
Social loafing
73
The combination of individual efforts may not result in improved overall performance. For example, when employees think their contributions to a group cannot be measured, they may lessen their output and engage in
Special loafing (free rider effect)
74
Causes include a perception of unfair division of labor, a belief that co-workers are lazy, or a feeling of being able to hide in a crowd and therefor not be able to be singled out for blame
Social loafing
75
Social loafing may also arise if a member believes that others intend to withhold their efforts and thus, he or she would be foolish not to do the same
The sucker effect
76
They need to integrate all these groups into one collaborative group
Higher-level managers
77
They often rely heavily on team Goulding for both individual teams and large groups
Managers
78
It encourages team members to examine how they work together, identify their weaknesses and develop more effective ways of cooperating
Team building
79
The goal is to make the team more effective
Team building
80
It is vital to team success-especially for new teams
Team coaching
81
It involves a leader's intentional effort and interaction with a team to help its members make appropriate use of their collective resources
Coaching
82
Research has shown that it is most effective when it is task focused , timely, recognized as necessary by the teams and oriented toward one of the three unique issues
Coaching
Motivation of members
Performance method improvements
Knowledge/skill deficiency
83
Clues/ The need for team building
```
Interpersonal conflicts
Low degree of team morale
Confusion or disagreement
Large influx of new members
Disagreement over the team's purpose
Negative climate within the team
Stagnation within the team
```
84
A highly participative process is used with team members providing data then using gen data for self-examination
Team building process
85
They may assist the members in diagnosing and addressing the problems
Skilled facilitator
86
Stages/Process in Team Building
```
Identification of a problem
Collection of relevant data
Data feedback and confrontation
Problem solving experience
On-the-job application and follow-up
```
87
The facilitators who assist the development of effective teams need to apple a broad range of skills:
Consultation skills
Interpersonal skills
Presentational skills
88
Diagnosing. Contracting and designing change
Consultation skills
89
Trust building, coaching, and listening
Interpersonal skills
90
Public speaking -'s repost preparation
Presentational skills
91
Two additional and closely related skills stand out as critical to success
Both team leader and members need
Process consultation
| Feedback
92
It is a set of activations gang help others focus on what is currently happening around them
Process consultation
93
He holds up a mirror to tan members and helps see themselves in action
Process consultant/Facilitators
94
They encourage employees to examine their intended versus their actual roles within the team, the ways in which the team discussed and solves problems
Process consultants/ facilitators
95
Helpers, drawing upon several key facilitating behaviors.
Process consultants/ facilitators
96
Team members need this so that they have useful data on which to base their decisions
Feedback
97
It encourages them to understand how they re seen by others with their tenons take self-correcting actions
Feedback
98
Groups that meet through the use of technological aids without all their members being present in the same location
Virtual teams
99
These teams can either be dramatic success or dismal failures
Virtual teams
100
Natural work groups that are given substantial autonomy and in return are asked to control their own behavior and produce significant results
Self managing teams
101
Team members learn a wide range of relevant skills
Multi-skilling
102
Spaces they can call their won within which they can control what happens
Employee territories
