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MAN3240 Exam 2 > Team Characteristics > Flashcards

Team Characteristics Flashcards

1
Q

Team

A

two or more people who work interdependently over some time period in order to accomplish common goals related to some task-oriented purpose

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2
Q

Input-Process-Output (IPO)

A

framework used to describe what

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3
Q

Team Development Models

A
  • Tuckman’s Stages of Group Development
  • Punctuated Equilibrium Theory
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4
Q

Tuckman’s Stages of Group Development

A
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
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5
Q

Forming (Tuckman’s Stage 1)

A

Members orient themselves by trying to understand their boundaries in the team

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6
Q

Storming (Tuckman’s Stage 2)

A

Members remain committed to ideas they bring with them to the team

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7
Q

Norming (Tuckman’s Stage 3)

A

Members realize that they beed to work together to accomplish team goals and consequently they begin to cooperate with one another

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8
Q

Performing (Tuckman’s Stage 4)

A

Members are comfortable working within their roles and the team makes progress toward goals

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9
Q

Adjourning (Tuckman’s Stage 5)

A

Members experience anxiety and other emotions as they disengage and ultimately separate from the team

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10
Q

Punctuated Equilibrium Theory

A

Initial meeting -> inertia -> punctuated equilibrium -> process revision -> inertia

  • Initial Team Meeting: members make assumptions and establish a pattern of behavior that lasts for the first half of the projects life
  • Midway Point: members realize that they have to change their work model fundamentally to complete it on time “Whoa our time is almost up… things get serious”
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11
Q

Team Interdependence

A

the way members of a team are linked to each other

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12
Q

Types of Team Interdependence

A
  • Goal Interdependence
  • Outcome Interdependence
  • Task Interdependence
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13
Q

Goal Interdependence

A

members have shared vision of team goals and align their personal goals with that vision

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14
Q

Outcome Interdependence

A

members are linked in terms of outcomes they receive

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15
Q

Task Interdependence

A

the degree to which team members interact with and rely on each other for the information, materials, and resources to accomplish team tasks

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16
Q

Team Interdependence

A

the way members of a team are linked to each other

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17
Q

Types of Task Interdependence

A
  • Pooled Interdependence
  • Sequential Interdependence
  • Reciprocal Interdependence
  • Comprehensive Interdependence
18
Q

Pooled Interdependence

A

group members complete their work assignments independently, then this work is ‘piled up’ to represent the group’s output (everyone does their own work and combines at the end)

19
Q

Sequential Interdependence

A

different tasks are done in a certain order and the group is structured so that each member specializes in a task (each person works on their step to give to the next)

20
Q

Reciprocal Interdependence

A

members are specialized to perform specific tasks and members interact with a subset of other members to complete the team’s work (some people work with some other people)

21
Q

Comprehensive Interdependence

A

each member had a great deal of discretion in what they do and with whom they interact through the course of the project (everyone works with everyone)

22
Q

Pros/Cons of Task Interdependence

A

Efficiency vs. Coordination
Efficiency (pooled and sequential)
– Pro: more efficient in coordination and communication
– Con: Less capable of adapting to new situations because of lack of member communication and knowledge

Coordination (reciprocal and comprehensive)
– Pro: more capable of adapting to new situation because of high interaction
– Con: Spend more time on communication and coordination - decreasing productivity

23
Q

Team Composition

A

Who makes up the team
- size, roles, ability, personality, diversity

24
Q

Team Size

A

4-5 people is ideal
- Jeff Bezos “if we can’t feed the team with 2 pizzas its too big”
Options: more the merrier – too many cooks spoil the pot

25
Q

Member Roles

A

Task Roles
Team Building Roles
Individualistic Roles

26
Q

Task Roles (Member Roles)

A

‘Task Performance’
- Initiator/Contributor
- Coordinator
- Orienter
- Devil’s Advocate
- Energizer
- Procedural/Technician

27
Q

Team Building Roles (Member Roles)

A

‘Citizenship Behavior’
- Encourager
- Harmonizer
- Compromiser
- Gatekeeper/Expediter
- Standard Setter
- Follower

28
Q

Individualistic Roles (Member Roles)

A

‘Counterproductive Behavior’
- Aggressor
- Blocker
- Dominator
- Recognition Seeker
- Self-Confessor
- Slacker

29
Q

Member Personality

A
  • Agreeable (more cooperative, trusting, promote positive attitudes about the team, smooth interpersonal interactions)
  • Conscientious (dependable, work hard to achieve goals)
  • Extraverted (perform effectively interpersonally, positive, optimistic)
30
Q

Warning about Member Personality

A

Too Agreeable – enhance harmony but lose task performance increase group think

Too Extraverted – power struggles, unproductive conflict b/c assertive and dominant personalities

31
Q

Member Ability

A

Aside from general cognitive ability - team success depends on the structure of the task

32
Q

Types of Task Structure

A
  • Disjunctive
  • Conjunctive
  • Additive
33
Q

Disjunctive Task Structure

A

The entire group needs to come up with a single solution
- Highest member ability determines team performance
Ex. Quiz Team

34
Q

Conjunctive Task Structure

A

Each member of the group needs to contribute for the groups success
- Lowest member ability determines team performance
Ex. relay race

35
Q

Additive Task Structure

A

All members’ contributions are added together
- All members’ ability are added up to determine team performance
Ex. climbing a mountain or tug-o-rope

36
Q

Team Diversity

A

degree to which members are different from one another in terms of any attribute that might be used as a basis for categorizing people (race, gender, nationality, age, expertise, experience, personality, ability, values/beliefs)

37
Q

Value in Diversity Problem Solving Approach

A

More diversity stimulates exchange of knowledge and information - which fosters learning among team members
- diversity is GOOD especially for ethnicity, expertise, personality, and attitudes

38
Q

Similarity Attraction Approach

A

People tend to be attracted to those perceived as similar and avoid interacting with those dissimilar
- diversity is BAD especially for race and culture

39
Q

Surface-level Diversity

A

diversity based on OBSERVABLE attitudes
- Gender
- Race
- Age
- Ability/Disabilities
(small negative relationship with team performance or no relation)

40
Q

Deep-level Diversity

A

diversity based on attributes that are inferred with experience
- Values
- Attitudes
- Beliefs
- Personality
(positively related to team performance)

41
Q

Characteristics of an Effective Team

A
  • 4-5 people
  • deep level diversity
  • comprehensive task interdependence
  • mix of personalities
  • task and team building roles
  • Tuckman’s Theory

MAN3240 Exam 2 (7 decks)

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