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Arbeits- und Organisationspsychologie > Groups & Teams > Flashcards

Groups & Teams Flashcards

1
Q

Unterscheide zwischen Teams und Gruppen
* Goal
* Synergy
* Accountability
* Skills

A
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2
Q

Nach Steiner (1972), auf welchen Dimensionen können Teamaufgaben beschrieben werden?

A
  • Component (Is the task meaningfully divisible?)
  • Focus (is the focus on quantity or quality?)
  • Interdependence (how are individual team members
    performances combined into the group potential?)
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3
Q

Beschreib das Input-Process-Output Model (IPO) im Bezug auf Teamwork. Was ist Teamwork?

A

Teamwork = interaction of inputs, processes and output

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4
Q

Beschreib das Input-Mediator-Output-Input (IMOI) Model

A
  • Research on the forming stage that primarily investigates relationships between inputs and mediators (IM), typically in an early stage in the lifecycle of a team,
  • research on the functional stage that focuses on the relationship between mediators and outputs (MO), typically with teams whose members have some experience with working together, and
  • research on the finishing stage investigating how the out- puts from one performance episode affect the inputs to the subsequent one (OI).
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5
Q

Beschreib das ABCDE model of team effectiveness

A

The ABCDE model conceptualizes inputs, mediating mechanisms, and structural features of the team »as overlapping coevolving facets of teams that collectively com- bine to generate effectiveness«

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6
Q

ABCDE model of team effectiveness

Was ist mit compositional features gemeint?

A

This refers to the overall mix and diversity of member characteristics within the team. It considers how the combination of individual attributes affects team dynamics and performance.

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7
Q

Beschreib das Categorization-Elaboration-Model (CEM) of team diversity and team effectiveness

A
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8
Q

Nenn die Vorteile von group decision making

A
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9
Q

Nenn die Nachteile von group decision making

A
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10
Q

Beschreib die funktionale Persepektive von team communication/interaction

A
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11
Q

Beschreib die social exchange theory im Bezug auf team communication/interaction

A
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12
Q

Beschreib das Five-phase model of group development (Tuckman, 1965)

A
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13
Q

Sind die Tuckman‘s 5 phases empirisch gestützt?

A

Nein

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14
Q

Was ist das Punctuated Equilibrium Model?

A
  • Teams durchlaufen längere Phasen relativer Stabilität, unterbrochen von kurzen, intensiven Perioden des Wandels und der Anpassung
  • Nicht-lineare Entwicklung: Teamentwicklung verläuft ungleichmäßig und ist von plötzlichen Veränderungen geprägt
  • Teams entwickeln ein verstärktes Bewusstsein für Zeitdruck, wobei die Intensität der Arbeit und das Tempo zwischen stabilen und Veränderungsphasen variieren
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15
Q

Was sind Gründe für Team Meetings?

A
  • Problem solving and idea generation
  • Building consensus and making decisions
  • Taking leadership influence
  • Managing social relationships in remote work
  • Shaping the organizational strategy
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16
Q

Nenn positive interaction patterns in meetings

A
  • Solution-oriented behavior
  • Concrete action planning
  • Shared procedural leadership
  • Shared positive humor
  • Positivity spirals
17
Q

Nenn negative interaction patterns in meetings

A
  • Running off topic, criticizing others, self-promotion
  • Complaining cycles
  • Showing up late
18
Q

Was ist stärker?
Negative effects of bad meeting or positive effects of good meeting behavior

A

Negative effects of bad meeting behavior are stronger
than the positive effects of good meeting behavior

19
Q

Was zeichnet eine kleine Gruppe aus?

A
  • each member can reasonably interact one-on-one with every other member
  • each member both can influence directly, and can be influenced directly by, every other member of the group
20
Q

Auf welchen zwei Dimensionen klassifiziert McGrath (1984) Gruppenaufgaben?

A

conflict-cooperation and conceptual-behavioral

21
Q

Zwischen welchen acht Aufgabentypen unterscheidet das Framework von McGrath?

A
  • Planning tasks
  • creative tasks
  • intellective tasks
  • decision-making tasks
  • cognitive conflict tasks
  • mixed motives tasks
  • contests
  • performances.
22
Q

Was ist die Kritik am CEM?

A

The fact that some differences may be seen as valuable by team members in the light of the demands of the given task is not covered by the CEM.

23
Q

Was ist eine Faultline?

A

Ein Team in undiverse subgruppen aufzuteilen

24
Q

Beschreibe das Problem von Faultlines

A
  • homogeneous subgroups result
  • it is more likely that members identify more with their subgroup and that conflicts between subgroups emerge
  • faultlines are related to problematic outcomes, such as reduced performance and increased conflicts

Arbeits- und Organisationspsychologie (15 decks)

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