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Industrial Organization > L4: Teams > Flashcards

L4: Teams Flashcards

1
Q

A COLLECTION OF THREE OR MORE INDIVIDUALS WHO INTERACT INTENSIVELY
TO PROVIDE AN ORGANIZATIONAL PRODUCT,
PLAN, DECISION, OR SERVICE.

A

Work Team

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2
Q

Consists of interdependent workers with complementary skills working toward a shared goal or outcome.

A

Team

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3
Q

Defined as 2 or more individuals; engaged in social interaction, for the purposes of achieving some goal.

A

Group

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4
Q

Subunits that the organization had established.

A

Formal groups

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5
Q

No to little interdependence and no organizationally mandated purposes.

A

Informal groups

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6
Q

The extent to which group members identify with the team rather than with other groups; helps team to manage perceptions and set standards.

A

Identification

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7
Q

The extent to which team members need and rely on other team members.

In a team, members need and desire the assistance, expertise, and opinions of the other members.

One member greatly influences what another member does.

A

Interdependence

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8
Q

The extent to which team members have the same level of power and respect.

In a team, members try to decrease power differentiation by treating others as equals and taking steps to ensure equality.

A

Power Differentiation

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9
Q

An imaginary space that separates 2 colleagues such as treating them formally and very politely rather than being casual.

Members try to decrease social distance by being casual, using nicknames, and expressing liking, empathy, and common views.

The extent to which team members treat each other in a friendly, informal manner.

A

Social Distance

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10
Q

Responding to conflict by collaborating or trying to understand each other’s point of view.

Team members respond to conflict by collaborating, whereas nonteam members respond by forcing and accommodating

A

Conflict Management Tactics

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11
Q

Members negotiate in a win-win style in which the goal for all team members is to win in their own ways.

In teams, members negotiate in a win–win style in which the goal is for every person to come out ahead.

A

Negotiation Process

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12
Q

5 categories of teams (Donnellon 1996)

A

TRUE TEAM
Collaborative Teams
Emergent Teams

NONTEAM
Nominal Teams
Doomed Teams

IN BETWEEN TEAMS
Adversarial Teams

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13
Q

2 ways that team differs

A

Permanency
Proximity

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14
Q

The extent to which a team will remain
together or be disbanded after a task has been accomplished.

A

Permanency

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15
Q

Physical distance between people.

A

Proximity

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16
Q

Teams that communicate through email rather than face to face.

Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks

A

Virtual teams

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17
Q

8 types of teams

A

Departmental Teams
Self-Directed Teams
Task-Force/ Project Teams
Production Teams
Management Teams
Service Teams
Advisory Teams
Virtual Teams

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18
Q

Teams that consist of employees who
have similar or complementary skills and
are located in the same unit of a functional structure; usually minimal task interdependence because each person
works with employees in other departments.

A

Departmental Teams

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19
Q

Teams whose members are organized around work processes that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the
execution of those tasks.

A

Self-Directed Teams

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20
Q

Formed to produce onetime outputs such as creating a new product, installing a new software system, or hiring a new employee; once the team’s goal has been accomplished, the team is dismantled.

Members are usually drawn from different
disciplines to solve a specific problem, realize an opportunity, or design a product or service

A

TASK-FORCE/PROJECT TEAMS

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21
Q

Consist of frontline employees who produce tangible output.

A

Production Teams

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22
Q

Solve problems and recommend solutions.

Consist of representatives from various departments (functions) within an organization; teams that provide recommendations to decision-makers; include committees, advisory councils, work councils, and review panels; may be temporary, but often are permanent, some with frequent rotation of members

A

ADVISORY TEAMS/PARALLEL TEAMS/CROSSFUNCTIONAL TEAMS

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23
Q

Coordinate, manage, advise, and direct employees and teams; responsible for providing general direction and assistance to those teams.

Corporate executive teams, coordinate other work units under their direction

A

Management Teams

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24
Q

Attend to the needs of customers/clients and serve many customers at one time.

A

Service Teams

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25
Q

5 STAGES OF TEAM DEVELOPMENT (Tuckman)

A

Forming
Storming
Norming
Performing
Adjourning

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26
Q

Suggests that rather than forming in stages, teams develop direction and strategy in the first meeting, follow this direction for a period of time, then drastically revise their strategy about halfway through the life of the team.

A

Punctuated Equilibrium

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27
Q

Team members get to know each other and decide roles, discover expectations, test
boundaries of behavior.

The first stage of the team process, in which
team members “feel out” the team concept and attempt to make a positive impression

A

FORMING

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28
Q

Begins to disagree with each other; frustration starts individually.

The second stage in group formation in which
group members disagree and resist their team roles. Interpersonally, team members begin to disagree with one another and to challenge each other’s ideas.

A

STORMING

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29
Q

Easing the tension from the previous stage,
developing cohesion, agree on team objectives.

The third stage of the team process, in which
teams establish roles and determine policies and procedures; team members begin to
acknowledge the reality of the team by
accepting the team leader and working directly with other team members to solve difficulties.

A

NORMING

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30
Q

Begins to accomplish the goals, high
cooperation, and trust, conflicts resolved quickly.

The fourth and final stage of the team process, in which teams work toward accomplishing their goals; during this stage, the team continually monitors its progress toward goals, determines additional resources that might be needed, provides assistance and feedback to team members, and makes necessary strategic adjustments

A

PERFORMING

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31
Q

When the team is about to disband

In this stage, the group prepares for its disbandment; the final stage where members prepare to say goodbye and achieve closure.

A

ADJOURNING

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32
Q

Teams often aren’t successful because they are teams in name only.

A

THE TEAM IS NOT A TEAM

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33
Q

A common problem with teams is that they either meet too infrequently or meet so often that they waste time when they do meet.

A

EXCESSIVE MEETING REQUIREMENT

34
Q

Teams aren’t empowered because managers worry that the job won’t be done correctly, the teams are moving too fast, and the teams will overstep their boundaries such that other parts of the organization will be affected.

A

LACK OF EMPOWERMENT

35
Q

What is most common is for team members to lack either the skills needed to work in a team.

A

LACK OF SKILL

36
Q

When team goals or objectives are vague or not well-defined, it becomes challenging for members to align their efforts.

A

UNCLEAR OBJECTIVES

37
Q

Effectiveness and efficiency of a group of individuals working together towards common goals or objectives.

Refers to how well a team accomplishes its objectives, meets goals, and delivers results.

Concerns how well a team is performing and includes variables such as productivity, quality of output, and the degree to which costs are controlled in this processes.

A

Team Performance

38
Q

Typically have clear objectives, complementary skills, effective communication, and a strong sense of
commitment and accountability.

A

High-performing teams

39
Q

CHARACTERISTICS OF HIGH
PERFORMING TEAM

A

Clear Goals and Objectives
Effective Communication
Strong Leadership
Collaboration
Accountability
Continuous improvement

40
Q

CHALLENGES THAT CAN IMPACT TEAM PERFORMANCE

A

Lack of Clear Goals
Poor Communication
Skill Gaps
Conflict and Lack of Trust

41
Q

3 MAJOR DIMENSIONS OF WORK-TEAM
EFFECTIVENESS

A

Attitudes
Withdrawal behavior
Diversity

42
Q

Reflect such variables as quality of work life,
trust in management, organizational
commitment, and job satisfaction.

Encompass the mindset, morale, and emotional states of team members.

A

ATTITUDES

43
Q

Represent actions or tendencies of team members to disengage or distance themselves from the team or work-related activities.

Actions intended to place physical or psychological distance between employees and the organization.

Turnover, absence, tardiness

A

WITHDRAWAL BEHAVIORS

44
Q

Employing people of different ages, genders,
ethnicities, sexual orientations, cultural backgrounds, and education levels.

Differences among team members in terms of backgrounds, experiences, perspectives, skills, and other characteristics.

Members differ on one or more attributes.

A

DIVERSITY

45
Q

Involves the task-oriented aspects of work; entails specific individual behaviors require or success.

A

Taskwork

46
Q

Involves the process-oriented aspects of work; includes a wide range of activities aimed at maintaining and enhancing team
performance.

A

Teamwork

47
Q

5 PREDICTORS OF WORK-TEAM
EFFECTIVENESS

A

Organizational Context
Group Composition and Size
Group Work Design
Intergroup Processes
External Group Processes

48
Q

Rewards, goals and feedback, training

A

Organizational Context

49
Q

Cognitive Ability of group members,
personality traits, and demographic
characteristics

A

Group Composition
and Size

50
Q

Member task interdependence and Member goal interdependence

A

Group Work Design

51
Q

Dependency of task implies the extent in which teammates depend upon one another to perform their assigned duties.

Extent to which team members must share materials, information, or expertise to perform their jobs.

A

Member task interdependence

52
Q

Goal interdependence includes the degree of match in the team members’ goals.

A

Member goal interdependence

53
Q

The lowest level of interdependence; occurs when an employee or a work unit shares a common resource such as machinery, administrative support, or a budget, with other employees or a work unit.

A

Pooled interdependence

54
Q

Higher interdependence; output of one person becomes the direct input for another person or unit.

A

Sequential interdependence

55
Q

Work output is exchanged back and forth among individuals; produces the highest degree of interdependence.

A

Reciprocal interdependence

56
Q

Group Cohesion, Group Efficacy or
communication processes

A

Intergroup Processes

57
Q

Informal rules and shared expectations that groups establish to regulate the behavior of their members.

A

Norms

58
Q

Strength with which the team feels connected and linked together.

Degree of attraction people feel toward the team and their motivation to remain members.

A

Group Cohesion

59
Q

Team members believe in themselves that they can succeed.

A

Group Efficacy

60
Q

Refers to positive expectations one person has toward another person in situations involving risk.

A

Trust

61
Q

3 types of trust

A

Calculus-based trust
Knowledge-based trust
Identification-based trust

62
Q

Logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations.

A

Calculus-based trust

63
Q

Based on the predictability of another team member’s behavior.

A

Knowledge-based trust

64
Q

Based on mutual understanding and an emotional bond among team members.

A

Identification-based trust

65
Q

3 Constraints on team decision making

A

Production blocking
Evaluation apprehension
Team efficacy

66
Q

Teams take longer than individuals to decide because they require time to build rapport, agree on rules and norms, and understand each other’s ideas.

A

Production blocking

67
Q

Based on individual’s desire to create a favorable self-presentation and need to protect self-esteem.

A

Evaluation apprehension

68
Q

Collective confidence on how well they work together and the likely success of their team effort.

A

Team efficacy

69
Q

Refers to the process by which information is transmitted and understood between 2 or more people.

A

Communication

70
Q

2 types of communication

A

Verbal communication
Non-verbal communication

71
Q

We use language in an attempt to share meaning with others.

A

Verbal communication

72
Q

Non-verbal cues such body language, vocal tones, gestures, touch eye contact, facial expressions, and use of time and space, can also communicate meaning to others.

A

Non-verbal communication

73
Q

5 steps of communication process

A

Idea formation
Encoding
Channel selection
Decoding
Feedback

74
Q

Anything that interferes with clear communication

A

Noise

75
Q

Communication outside the group, External Interaction Patterns

Exchange information that will educate, inform, or entertain the people outside your organization.

A

External Group Processes

76
Q

Effectiveness of teams is also determined by how they relate to external stakeholders

A

External Interaction Patterns

77
Q

5 C’S OF EFFECTIVE TEAM MEMBER BEHAVIOR

A

COOPERATING
COORDINATING
COMMUNICATING
COMFORTING
CONFLICT HANDLING

78
Q

Share resources, accommodate
others; Efficient team members have the ability to share resources, tolerate each other, and strive towards a common goal.

A

COOPERATING

79
Q

Align work with others, keep the team on track; Good team members have a way of putting their work into perspective for themselves and the team.

A

COORDINATING

80
Q

Share info freely, efficiently, respectfully, and
listen actively; Good team members should also communicate effectively, economically, courteously, and actively listen.

A

COMMUNICATING

81
Q

Show empathy, provide emotional comfort, build confidence in others; These include being supportive, having good listening skills, and showing concern for others.

A

COMFORTING

82
Q

Diagnose conflict sources, use the best conflict handling style; Team members that are effective can diagnose the causes of the conflict and use the best conflict handling style for that case.

A

CONFLICT HANDLING

Industrial Organization (10 decks)

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