Final Exam Flashcards
What is ORGANIZATIONAL STRUCTURE?
Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company.
Simplicity/Complexity depends on the size of the company and the number of employees.
How can an organizational structure be represented?
Using an ORGANIZATIONAL CHART: Drawing that represents every job in the organization, and the formal reporting relationships between those jobs.
What is the role of the organizational chart?
It helps organizational members and outsiders understand and comprehend how work is structured within the company.
What are the five key elements of organizational structure?
-Work Specialization
-Chain of Command
-Span of Control
-Centralization
-Formalization
What is WORK SPECIALIZATION?
The way in which tasks in an organization are divided into separate jobs (‘division of labour’).
What trade-off does work specialization present?
Between productivity, flexibility, and worker motivation.
What are the disadvantages of highly-specialized jobs?
-Lacking flexibility: Failure to update or practice other skills.
-Lower employee job satisfaction: Lack of variety, use of different skills and talents.
When are specialized jobs most unacceptable?
In smaller firms, in which employees must be more flexible in their job duties.
What is the CHAIN OF COMMAND?
Answers the question of “who reports to whom”
and signifies formal authority relationships.
What is SPAN OF CONTROL?
For a manager, represents how many employees he or she is responsible for in the organization.
What determines the span of control?
How many employees one manager can supervise effectively.
What are the advantages and disadvantages of a narrow span of control?
-Pros: Managers can be much more hands-on with employees: Directive leadership style, close mentoring relationship with employees.
-Cons: Increased labour costs.
-Cons: Employees can become resentful of their close supervision.
When is a narrow span of control best suited?
When the manager has substantially more skill/expertise than the subordinates.
What is the relationship between span of control and organizational performance?
-As span of control increases, organizational performance increases, so long that managers have the ability to coordinate and supervise the large number of employees.
How does span of control affect the organizational chart?
It determines how “tall” or “flat” the organizational chart becomes.
What is a tall organizational structure?
Many hierarchical levels, narrow span of control.
What are the disadvantages of a tall organizational structure?
-More layers of management = More management salaries;
-Complex communication: ‘Layers’ of information travelling;
-Hierarchical, slower decision-making.
What is CENTRALIZATION?
Reflects where decisions are formally made in organizations.
What is a centralized structure?
In which decision-making is made by the top managers.
When does decentralization become necessary?
As a company grows larger.
What is FORMALIZATION?
The degree to which there are many specific rules and procedures to standardize behaviours and decisions.
What are MECHANISTIC ORGANIZATIONS?
-Efficient, rigid, predictable, and standardized organizations that thrive in a stable environment.
-High formalization, rigid and hierarchical chain of command, high degrees of work specialization, centralization of decision-making, vertical communication, narrow span of control.
What are ORGANIC ORGANIZATIONS?
Flexible, adaptive, outward-focused organizations that thrive in dynamic environments.
-Low levels of formalization, weak/multiple chains of command, low work specialization, lateral communication, wide span of control.
What is the effect of employing either a mechanistic or organic organization?
The types of employee practices adopted: Selection, training, recruitment, compensation, performance systems.
What are the advantages to organic structures?
More likely to allow for transformational leadership.
What is ORGANIZATIONAL DESIGN?
The process of creating, selecting, or changing the structure of an organization.
What factors does the organizational design process depend on?
-Business environment;
-Company strategy;
-Technology; and
-Company size.
What is BUSINESS ENVIRONMENT?
An organization’s customers, competitors, suppliers, distributors, and other factors external to the firm, all of which have an impact on organizational design.
How does outside environment affect organizational design?
If the environment is stable, changes happen slowly. The focus is on efficiency.
If the environment is dynamic, changes are frequent. Structures must be adaptive.
What is COMPANY STRATEGY?
Describes an organization’s objectives and goals, and how it tries to capitalize on its assets to make money.
What are the two primary company strategies?
-Low-cost producer strategy: Focuses on efficiency, and mechanistic design;
-Differentiation strategy: Focuses on quality, special features, and organic structure.
What is TECHNOLOGY?
-In an organization, the method by which it transforms inputs into outputs.
-The more routine, the more mechanistic the structure.
-The more personalized to customers, decisions tend to be decentralized, rules and procedures flexible.
What is COMPANY SIZE?
-The total number of employees, and structure.
-Larger organizations rely on more mechanistic designs (specialization, formalization, centralization).
What are the most common organizational forms?
-Simple structure;
-Bureaucratic structure (Functional, Multi-divisional by product, geography, client, Matrix)
What are SIMPLE STRUCTURES?
-Organizations with fewer than 19 employees.
-The manager, president, and owner are all the same person.
-Flat organization with one central decision-making figure.
-Low degree of formalization, few differences in specialization.
What is a BUREAUCRATIC STRUCTURE?
An organizational form exhibiting many facets of the mechanistic organization/
How are bureaucracies designed?
For efficiency. They rely on work specialization, formalization, centralization of authority, rigid and well-defined chains of command, narrow spans of control.
What is a FUNCTIONAL STRUCTURE?
Groups employees by the functions they perform for the organization.
Efficiency: High degree of work specialization, central coordination.
When are functional structures most efficient?
When the organization as a whole has a relatively narrow focus, fewer product lines/services, a stable environment.
What is the drawback of functional structures?
Individuals within each function are so wrapped up in their own goals and viewpoints, losing sight of the larger organization picture.
What is a MULTI-DIVISIONAL STRUCTURE?
-In which employees are grouped into divisions around products, geographic regions, or clients.
-Each division operates automously, has its own functional groups.
How do multi-divisional structures develop?
From companies with functional structures, whose interests and goals become too diverse for that structure to hande.
What are PRODUCT STRUCTURES?
They group business units around different products that the company produces.
Makes sense when firms diversity their offerings.
What are the downsides to product structures?
The divisions don’t communicate, and do not have the ability to learn from another.
What are GEOGRAPHIC STRUCTURES?
Based around the different locations where the company does business.
Why do geographic structures develop?
-Different tastes of customers in different regions;
-Size of the locations covered;
-Breaking down manufacturing and product distribution.
What is the CLIENT STRUCTURE?
Organizing businesses around serving similar customers.
What are MATRIX STRUCTURES?
More complex designs that try to take advantage of both structure types, such as product and functional structure.
What are the two key takeaways from matrix structures?
- Allow organizational flexibility, putting together teams based on experience and skill;
- Gives two chains of commands, two groups to interact with, and two sources of information.
When an organization makes changes to its structure, how does that restructuring affect job performance and organizational commitment?
Restructuring can have negative effects in the short-term.
-Small negative effect on task performance: Changes in specialization, centralization, formalization = Confusion = Hindered learning and decision-making.
-Moderate negative effect on organizational commitment = Increased stress, jeopardized trust.
What is ORGANIZATIONAL CULTURE?
The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviours of its employees.
How do employees learn about organizational culture?
Through other employees. The transfer of knowledge is through explicit communication simple observation or other methods.
Why is organizational culture important?
-There is consensus about what the culture is.
-Culture tells employees the norms, values, and rules that are appropriate.
-Organizational culture shapes and reinforces certain employee attitudes and behaviours by creating a system of control.
What are the three components of organizational culture?
-Observable artifacts;
-Espoused values;
-Basic underlying assumptions.
What are observable artifacts?
-Manifestations of an organization’s culture that employees can easily see or talk about.
-They signal how to act.
-Primary means of transmitting culture to a workforce.
What are the six major types of artifacts?
- Symbols: Found throughout an organization from its corporate logo to images on websites and uniforms.
- Physical structures: How the office environment is designed.
- Language: Jargon, slang, and slogans used within the walls of an organization.
- Stories: Anecdotes, accounts, legends, and myths passed on from cohort to cohort within an organization.
- Rituals: The daily or weekly plan routines that occur in an organization.
- Ceremonies: Formal events generally performed in front of an audience of organizational members.
What are espoused values?
The beliefs, philosophies, and norms that a company explicitly states.
What is the distinction between espoused values and enacted values?
It is one thing for a company to outwardly say something is important, but another for employees to consistently act in ways supporting those espoused values.
What are basic underlying assumptions?
Taken for granted beliefs and philosophies so engrained that employees simply act on them rather than questioning the validity of their behaviour in a given situation.
Which is the deepest and least observable part of culture?
Basic underlying assumptions which may not be consciously apparent, even to organizational veterans.
In a typical typology of organizational culture which two dimensions are organizations considered?
Solidarity: The degree to which group members think and act alike;
Sociability: how friendly employees are to one another.
What is a fragmented culture?
A culture low on solidarity and low on sociability. Employees are distant and disconnected from one another.
What is a mercenary culture?
A culture in which employees think alike but I’m not friendly toward one another. The culture is high in solidarity but low in sociability. These organizations are political.
What is a networked culture?
Cultures in which all employees are friendly to another, but does their own thing. These are high in sociability but low in solidarity.
What is a communal culture?
Cultures in which employees are friendly and think alike.
How does organizational size play a role in the culture type?
Small organizations start out as communal, oriented around the founder and the owner. Larger organizations that have grown tend to be networked because solidarity is hard to foster with a large group.
What is a customer service culture?
An organization focusing on service quality. The changes in attitudes and behaviors render in higher customer satisfaction and sales.
What can customer service culture lead to?
It leads to even more customer-oriented behaviours from employees and a larger bottom-line profit.
What is a safety culture?
A culture that values cease behaviours at work and expects the reduction of accidents and increased safety-based citizenship behaviours.
What is a diversity culture?
An organization that is sensitive to diversity through symbolic actions that bring together different types of people.
What is a creativity culture?
A culture that values the importance of new ideas and innovation.
What are the advantages to a creativity culture?
These affect both the quality and quantity of creative ideas within an organization.
What defines a strong culture?
-A high level of culture strength exists when employees definitely agree about the way things are supposed to happen (high consensus) and when their subsequent behaviours are consistent with those expectations (high intensity).
-An organization that has created a sense of definite norms and appropriate behaviours for employees.
What is so bad about a weak culture?
Employees disagree about the way things are supposed to be or what is expected of them. There is nothing to unite or direct their attitudes and actions.
Why are strong cultures difficult to attain and maintain?
They take a long time to develop and are very difficult to change.
Are strong cultures always good cultures?
No, it does not always mean that they guide them towards the most successful organizational outcomes.
What is a subculture?
A culture that unites a smaller subset of the organization’s employees.
Why are subcultures created?
Because there is a strong leader in one area that engenders different norms and values, or because different divisions are independent and create their own cultures.
Where are subcultures more prone to exist?
In large organizations.
What are counter cultures?
Sub cultures for which the values do not match those of a larger organization.
What are counter-cultures useful for?
They challenge the values of the overall organization or signify the need for change.
What are the advantages of a strong culture?
-It differentiates the organization from others.
-It allows employees to identify themselves.
-It facilitates desired behaviours among employees.
-It creates stability within the organization.
What are the disadvantages of a strong culture?
-It makes merging with another organization more difficult.
-It attracts and retains similar employees limiting diversity of thought.
-It can be too much of a good thing if it creates extreme employee behaviors.
-It makes adapting to the environment more difficult.
What are the two processes that can conspire to help keep culture strong?
Attraction-Selection-Attrition;
Socialization.
What is the Attraction Selection Attrition (ASA) framework?
It holds that potential employees will be attracted to organizations whose cultures match their own personality.
Additionally, organizations select candidates based on whether their personalities fit the culture.
Those who do not fit well either be unhappy or ineffective when working in the organization.
What is attrition?
Voluntary or involuntary turnover.
What is socialization?
The primary process by which employees learn the social knowledge that enables them to understand and adapt to the organizations culture.
When does socialization begin?
Before an employee starts work.
When does socialization end?
When an employee leaves an organization.
What are the three stages of socialization?
-Anticipatory stage: Happens prior to an employee spending time on the job it begins as a potential employee develops an image of the corporate culture. The information is drawn from recruitment and selection processes.
-Encounter stage: begins the date an employee starts work and becomes an organizational insider. New employees compare the information during the anticipatory stage with the one they are given now.
-Understanding and adaptation stage: newcomers come to learn the content areas of socialization and internalized norms and expected organizational behaviors. Change is on the part of the employee at this stage.
What problems can arise during the encounter stage of socialization?
Reality shock. This is a mismatch of information.
What dimensions are addressed in most socialization efforts?
-Goals and values: Adoption of the spoken and unspoken goals and values of the organization.
-Performance proficiency: Knowledge of the rules required and the tasks involved in the job.
-Language: Knowledge of the acronyms, slang, and jargon unique to the organization.
-History: Information regarding the organization’s traditions, customs, myths, and rituals.
-Politics: Information regarding formal and informal work relationships and power structures within the organization.
-People: Successful and satisfying relationships with organizational members.
What does the length of the socialization process depend upon?
The characteristics of the employee and the company.
What are the two common methods to change a culture?
Changes in leadership, and mergers or acquisitions.
What is person–organization fit?
The degree to which a person’s personality and values match the culture of an organization. Employees judge fit by thinking about the values they prioritize the most, and judge whether the organization shares those values.
What is the importance of person-organization fit?
There are higher levels of job satisfaction, less stressed about daily tasks, and hire trust towards managers. This is highly correlated with organizational commitment.
What effect does person-organization fit have on job performance?
It has a weak positive effect on performance.
What steps can organizations take to reduce early turnover among new employees?
Through the use of realistic job previews. These occur during the anticipatory stage of socialization during the recruitment process. The highlight both the positive and negative aspects of the job. These also lessen reality shock and shortens the encounter stage.
How can the socialization process be started?
Through a newcomer orientation session.
What is mentoring?
A process by which a junior level employee, or a protégé, develops a deep and long-lasting relationship with a more senior level employee or a mentor, within an organization. The mentor provides social knowledge resources and psychological support.
What is a team?
A team consists of two or more people who work interdependently over some time. To accomplish common goals related to some task-oriented purpose.
In which two ways are teams different from groups?
The interactions among members within teams revolve around a deeper dependence. The interactions occur with a specific task-related purpose in mind.
Why have teams become so widespread?
Work today has become more complex. As such, interactions among multiple team members have become vital. This allows for a complementary pull of knowledge and skills.
What are work teams?
Purpose: Produce good or provide services
Length of existence: Relatively permanent
Time involvement: Full-time commitment
What are management teams?
Purpose: Coordinating the activities of organizational subunits (departments, functional areas), and helping the organization achieve its long-term goals.
Length of existence: Relatively permanent
Time involvement: Moderate, as they have responsibilities in leading their individual units.
What are parallel teams?
Purpose: Provide recommendations and resolve issues.
Length of existence: Varies
Time involvement: Low
What are examples of parallel teams?
Quality circles: Individuals who perform core production tasks, meeting together to identify production-related problems, and opportunities for improvement.
What are project teams?
Purpose: Producing a one-time output (product, service, plan, design, etc.)
Length of existence: Varies
Time involvement: Varies
What are examples of project teams?
-Product design teams;
-Research groups;
-Planning teams.
What are action teams?
Purpose: Perform complex tasks that vary in duration, and take place in highly visible or challenging circumstances.
Length of existence: Varies
Time involvement: Varies
What are examples of action teams?
-Surgical teams;
-Musical group;
-Expedition team;
-Sports team.
What types of variations can occur within team types?
-The degree to which teams have autonomy and are self-managed.
-The way by which teams communicate with each other.
-The amount of experience they have working together
What are virtual teams?
Teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communications.
What is the five-stage model of team development? What are its five stages?
According to which teams go through a progression of five stages.
- Forming: Members Orient themselves by trying to understand their boundaries in the team. They try to get a feel for what is expected, who is in charge, and what is acceptable.
- Storming: Members remain committed to the ideas they bring themselves. They are unwilling to accommodate others’ ideas and this triggers negative conflicts affecting interpersonal relationships and harming team progress.
- Norming: Members realize they need to work together to accomplish team goals. They begin to cooperate with one another. Feelings of solidarity, and norms and expectations, develop.
- Performing: Members are comfortable working within the rules and the team makes progress toward goals.
- Adjourning: Members experience anxiety and other emotions as the disengage and ultimately separate from the team.
Does the sequential model of team development apply to all team types?
No. This is less applicable when teams are formed with clear expectations, for instance with action teams.
As well, it does not apply when there is punctuated equilibrium patterns.
What is punctuated equilibrium?
A pattern of team development that is not linear. At the initial team meeting, members make assumptions and establish behavioural patterns for the first half of its life. At the midway point of the project, members realize they have to change their task paradigm fundamentally for completion on time. They transition into a new approach.
What are the steps in the less linear team development team model?
- Forming and Pattern Creation
- Inertia
- MIDPOINT - Punctuated Equilibrium
- Process Revision
- Inertia
in a team, what is task interdependence?
It refers to the degree to which team members interact with and rely on others for the information, materials, and resources needed to accomplish work for the team.
What are the four primary types of task interdependence, and what dimensions do they vary across?
Pooled, sequential, reciprocal, and comprehensive interdependence.
They vary upon the degree of interaction and coordination.
What is pooled interdependence?
Group members complete their work assignments independently and then this work is simply piled up to represent the group’s output. There is little coordination required.
What is sequential interdependence?
Different tasks are done in a prescribed order. The group is structured such that members specialize in these tasks.
Interactions only occur between members next to each other in the sequence.
Members performing the task in the later part of the sequence depend on earlier parts of the sequence but not the other way around.
What is reciprocal interdependence?
Members are specialized to perform a specific task.
However, there is not a strict sequence of activities. Members interact with a subset of other members to complete teamwork.
What is comprehensive interdependence?
The highest degree of interaction and coordination among members.
What happens as the level of task interdependence increases?
Members must spend increasing time communicating and coordinating to complete task.
This can result in productivity decline, the ratio of work completed per hour of time worked.
It can also decrease productivity which is the ratio of work completed per time worked.
It can increase the ability of a team to adapt to new situations.
What is goal interdependence?
Exist one team members have a shared vision of a team’s goal and align their individual goals with that vision as a result.
What is goal interdependence?
Exist one team members have a shared vision of a team’s goal and align their individual goals with that vision as a result.
How does one create high levels of goal interdependence?
Ensuring that the team has a formalized mission statement that members buy into.
What is outcome interdependence?
Relates to how members are linked to one another in terms of the feedback and outcomes you receive as a consequence of working in the team.
A high degree of outcome interdependence exists one team members share the rewards earned by the team.
This also implies that team members depend on the performance of other team members to receive rewards.
What is team composition? What are its aspects?
The mix of people who make up the team. Its aspects include roles, ability, personality, diversity, and team size.
What is a role?
A pattern of behaviour that a person is expected to display in a given context.
How do roles develop in a team setting?
Through interaction and situation.
How can roles be distinguished?
By considering the specific sets of task focussed activities defining individual members’ expected team contribution.
Consider what leaders and members do.
What are leader-staff teams?
In which the leader makes decisions for the team and provides direction and control over members who perform assigned tasks. The responsibility of the leader and the rest of the team are distinct.
What are team task roles?
Behaviours that directly facilitate the accomplishment of teen tops.
Examples include the Orienter or who sets thedirection for the team, the devil’s advocate who offers constructive challenges to the status quo, and the Energizer who motivates team members to work harder towards team goes.
When is the Orienter role important?
In teams that have autonomy over how to accomplish her work.
What is the Devil’s Advocate role important?
When decisions are high stick in nature.
What is the Energizer role most important?
In which the work is important but not intrinsically motivating.
What are teambuilding roles?
The behaviours that influence the quality of the team’s social climate. Examples include the harmonizer who steps in to resolve differences among teammates, the encourager who praises others’ works, and you can promise her who helps the team send alternative solutions.
What are individualistic roles?
Behaviours that benefit the individual at the expense of a team.
For example, the aggressor puts down or deflates fellow team members. The recognition seeker takes credit for team successes. The dominator manipulates team members to acquire control and power.
Why should ability be considered in team design?
There are varying degrees of physical and cognitive abilities required for job performance.
What are disjunctive tasks?
Tasks with an objectively verifiable best solution, with the member who possesses the highest level of ability relevant to the task having the most influence on team effectiveness.
What are conjunctive tasks?
Tasks for which the performance depends on the abilities of the weakest link.
What are additive tasks?
For which the contributions resulting from the abilities of every member on up to determine team performance.
How do team members’ personality traits affect the roles they take on?
They determine how a team functions and performs. For example, the agreeableness of team members influences team effectiveness, because agreeable people are more cooperative and trusting. This results in a positive attitude toward the team and smooth interpersonal interactions.
Is agreeableness always a desirable trait and team members?
No, if a team is composed of too many agreeable members, there is a chance members will behave in a way that enhances harmony at the expense of task accomplishment.
Why is conscientiousness important in team members?
There are benefits from having members who are dependable and work hard to achieve team goals.
Why is extroversion relevant to team composition?
Extroverted people tend to perform more effectively in interpersonal contexts and are more positive and optimistic in general.
Is extroversion always desired in team members?
No, because they tend to be assertive and dominant. If there are too many of these people, there will be power struggles and unproductive conflict.
What is team diversity?
The degree to which members are different from one another in terms of any attribute that might be used by someone on the basis of categorizing people.
What is the value in diversity problem-solving approach?
The theory that explains the positive effects of diversity. In teams, it is beneficial because it provides a larger pool of knowledge and perspectives. This stimulates the exchange of information, fosters learning, and enhances team performance.
When is diversity most desirable?
Teams that engage in relatively complex work that requires creativity.
What is the similarity attraction approach?
Theory used to explain why diversity may have detrimental effects on teams. People tend to be more attractive to others who are perceived as more similar. They also avoid interacting with similar people, to reduce uncomfortable disagreements.
What is surface-level diversity?
Diversity regarding observable attributes such as race, ethnicity, sex, and age.
What are the fault lines that often occur in diverse groups?
Deformation of informal subgroups based on similarity in surface-level attributes such as gender or other characteristics. The problem is that knowledge and information possessed by one subgroup may not be communicated to others so that the entire team can perform more effectively.
How can the detrimental effects of having subgroups be offset?
Through training that reinforces the idea that teams benefit from diversity.
True leadership or reward practises are reinforce the value of sharing information to promote team identity.
What is deep-level diversity?
Diversity with respect to attributes that are less easy to observe initially but can be inferred after more direct experience.
what are common examples of deep-level diversity?
Differences in attitudes, values, and personality.
How can the negative affects of deep-level diversity be managed?
By instructing teams to take the time to reflect on progress towards goals and their strategies.
How can deep-level diversity generate positive effects?
It can bring team creativity when members are instructed to take the perspective of other teammates.
When is a larger team size desirable?
For management and project teams, but not for teams engaged in production tasks. This is because management and project teams engage in complex and knowledge-intensive work. As such, there are additional resources and expertise contributed by additional members.
What is team performance?
An aspect of team effectiveness that includes metrics such as quantity or quality of goods or services produced, customer satisfaction, the effectiveness or accuracy of decisions, victories, completed reports, and successful investigations.
What is team viability?
An aspect of team effectiveness that refers to the likelihood that the team can work together effectively into the future.
What is the relationship between task interdependence and team performance?
It is moderately positive. This is especially important in teams that complete complex knowledge work.
What is the relationship between task interdependence and team commitment?
A weak relationship. Task interdependence has a stronger effect on viability for teams doing complex knowledge work.
Why is outcome interdependence particularly relevant?
First, it connects to compensation practices. Secondly, it is important to consider because it prevents managers with a tough dilemma.
What are the effects of high outcome interdependence?
Potentially, higher cooperation, but also, reduced motivation, especially among higher-performing members.
What is the hybrid outcome interdependence?
A solution to the team compensation dilemma. It designs team reward structures as being both dependent on team performance and individual performance.
What types of interdependences must be aligned?
Outcome interdependence in the form of team base pay that matches the level of task interdependence.
What is a team process?
The different types of communications, activities, and interactions that occur within teams that contribute to their ultimate and goals.
What affects team processes and communication?
Team characteristics like member diversity, task interdependence, team size, and so forth.
What is processed gain?
Getting more from the team then you would expect according to the capabilities of its individual members. It is Anonymous with synergy, and is most critical in situation in which there is high work complex city or enter dependence of members knowledge, skills, and efforts.
What is process loss?
Getting less from the team then you would expect based on the capabilities of its individual members.
What is coordination loss?
The extra effort focussed on integrating work which is a necessary aspect of the team experience. This results in time and energy that could otherwise have been devoted to task activity.
What are coordination losses driven by?
Production blocking, which occurs when members have to wait on one another before they can do their part of a team task.
What is motivational loss?
The loss in team productivity that occurs when team members don’t work as hard as they could. This occurs because it is difficult to gouge exactly how much each team member contributes to the team. As well, the contributions of some members may be less obvious than others. Finally, teams don’t always work together at the same time as a unit.
What is social loafing?
The feelings of reduced accountability that caused members to exert less effort when working on team tasks.
What are task work processes?
The activities of team members that relate directly to the accomplishment of team task.
What are the three main types of task work processes?
Creative behavior, decision-making, and boundary spanning.
What is the focus of creative behaviour activities?
Generating novel and useful ideas and solutions.
