Teamwork Flashcards
1
Q
What is teamwork essential for?
A
In order for tasks to be done optimally
2
Q
What happens overall when teamwork takes place?
A
Total time is reduced, use experts in each field in order to get best quality
3
Q
Why do teams not always run smoothly?
A
Different personalities, ideas, goals and working towards a common goal, own agendas
4
Q
Define conference
A
Confusion of ma multiplied by number present
5
Q
Define conference room
A
A place where everybody talks, nobody listens and everybody disagrees later
6
Q
Define compromise
A
Art of dividing a cake in such a way that everybody believes they got the biggest piece
7
Q
Define committee
A
Individuals who can do nothing individually and sit to decide that nothing can be done together
8
Q
Define experience
A
Name men give to their mistakes
9
Q
Define boss
A
Someone who is early when you are late, and late when you are early
10
Q
What is important to set aside when experiencing problems?
A
Personal issues, be prepared to compromise, and learn how to work together in team environment
11
Q
What does training team members to work effectively do?
A
Solve problems
12
Q
How many types teams are there?
A
Two types
13
Q
Name the two teams?
A
- Informal
- Formal
14
Q
Define informal teams
A
Groups of people who gravitate towards each other due to common interests and shared goals
15
Q
How do informal teams happen in work?
A
Socialising
16
Q
What characteristics are found in informal teams?
A
Fiercely loyal
17
Q
What type of code of conduct do informal teams have?
A
Follow their own, protecting members against outsiders
18
Q
What type of rules do informal teams have?
A
No rules
19
Q
How are formal teams created?
A
Management
20
Q
Define formal teams
A
Work towards achieving the goals of the organisation
21
Q
What happens to democratic management in formal teams?
A
May have the choice of which teams they belong to
22
Q
How are organisational goals achieved?
A
Dividing them into subgoals for very it’s teams to achieve
23
Q
Define LTCD method
A
Leader, thinker, carer and doer
24
Q
How can problems be avoided in teams?
A
Rolls are more clearly defined and correctly allocated
25
Name of the aspects that need to be considered when allocating roles
* aim
* size
* life span
* strengths and weaknesses
* available resources
* accountability
26
What happens to members in a small team?
They need to double up on roles
27
What happens to members in a big team?
Several members playing similar roles
28
What could too many similar strengths lead to?
Conflict
29
What does weaknesses that are not compensated for lead to?
Serious problems
30
What is the greatest factor when it comes to the strengths and weaknesses of each member?
Availability of a leader
31
What happens if none of the members have a leadership qualities?
Substantial problems in operating
32
Name examples of resources
Financing and equipment
33
What can compensate for problems that teams experience?
Resources such as financing and equipment
34
What is always limited?
Resources
35
What should one person do to coordinate something?
Take responsibility
36
Who is accountable for everything that happens in an organisation?
The manager and CEO
37
Define team processes
The different steps are team goes through from start to finish. Stage of team development
38
How do you informal teams has team processes?
They instinctively go through most of the stages
39
List the team processes
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
40
Define the forming stage
Unrelated members are either allocated or spontaneously come together to start a team
41
Define storming stage
Team members find the roles and test those of fellow members.
42
What is the most volatile stage in team processes?
Storming
43
What is part of the creative process in storming?
Ideas, discussion, disagreements, and dissension
44
What should be noted in storming?
Members past experiences - potential future resources
45
Define norming
Team starts to gel and begins to work towards common goal
46
Who team roles assigned by?
Leader or assumed
47
What is reached in norming?
Agreements leaders are all happy to agree with
48
How will team briefing occur in norming?
The leader allocates roles, specifies aims, and sets up working methods
49
What will happen when there are a lot of possible ideas in norming?
One will be prioritised, and analysed to see if its viable
50
What happens if the possible idea is not viable in norming?
Process will be repeated until a workable solution is found
51
What should members ask for in norming?
For forgiveness
52
What happens in the performing step?
Work is done
53
What may members do in the performing step?
Move off to complete their allocated tasks or break into sub teams to the bed sections on the task
54
When are barriers and problems addressed and solved?
In performing as it allows the team to proceed
55
What is productivity determined by in performing?
Cohesion and buying of the group members
56
Which stage is the longest stage?
Performing is the longest lasting but it depends on the nature of the task at hand
57
What are the two things adjourning is made up of?
Mourning and transforming
58
When does adjourning occurred?
When the task is completed or realisation is reached that it will not be successful
59
What may occur if the task is unsuccessful?
Mourning
60
Why would members mourn?
They may have formed close bonds and will have to reflect and ask questions before letting go
61
What happens to mourning if the business is successful?
Mourning process will be followed by a period of celebration and achievement reflection
62
And what will a team do in adjourning well they are transforming?
Transform and restart a new project, sometimes a different members or new goals
63
Define team dynamics
How well a team works together
64
Due to the interaction between team members in team dynamics?
Constant push and pull effect of actions and reactions
65
How should problems be addressed in team dynamics?
With enthusiasm, open minds and flexibility to adjust planning - new aspects introduced
66
Why should one understand all the underlying tensions and issues?
To avoid conflict and problems
67
What is fundamental to the success of a group in team dynamics?
Identify and tackle the problem early
68
What should your team attitude be?
Recording the task at hand - positive
69
What is positive team spirit?
Lots of motivational talk, enthusiasm, cheerleaders, supporters singing, wearing team colours
70
What is a demotivated team like?
Forced to participate - difficult to get enthusiastic and give your best
71
What are demotivated teams like from the start?
Doomed from the start, unless string leader and good motivator
72
What is attitude?
The fundamental building block in creating successful team dynamics
73
Define team briefing
Optimum team dynamics
Communication of goals and processes
74
What is the role of the leader in team briefing?
Anatoly se the available information, tile and budgets
75
What should team members leave the team briefing as?
Knowing what the bigger goal is, their part in it and timeline
76
Why is team synergy important?
Achieving the same goals
77
Define synergy
The process of optimal cooperation where the team together achieves more than the individuals could on their own
78
What is synergy achieved through?
Consensus ( everyone agrees)
79
Why is compromising needed?
An issue is discussed and a dragoons with taken with majority happy
80
What does any one team member who is not working properly become?
The weakest link - problem to the team
81
What does the weakest link make the team do?
Compensate, which puts strain and affects inter-relationships, attitudes, and general performance
82
Name the two problems the weakest link causes
1. Team is constituted without necessary skills
2. Team member does not do their part, absent or let’s down
83
Why should one do the SWOT analysis?
Evaluate team in detail before starting
84
What does member not doing their part lead to?
Crisis management - puts stress on remaining members
85
Why is it important to do planning and stick to deadlines?
In case a member is absent or does not do their part
86
What are team dynamic theories?
The way that members of a team pool their resources, skills and expertise and work together to attain a common goal
87
Name the types of team dynamic theories
1. General theories
2. Specific theories
88
What are general theories?
Easy to apply and have DIY approach
89
Name examples of general theories
Bali i’m theory and Group Consensus
90
What are specific theories?
Based on analytical questionnaires and programmes - analyse group members and team combinations in detail + professional
91
What will companies pay in specific theories?
Experts to come in and analyse their management team or specific project team
92
Why is experts expensive in specific theories?
Only done for permanent team structures
93
Define group consensus
Decision making tool, requires members of a team to reach mutual consent
94
What does consensus refer to?
Both the final decision and the process of arriving at the decision
95
Why is it important to reach consensus?
Consequences of implementing the decision will affect the entire group and broader community
96
Why is it important for all members to take ownership of decision?
Consequences of group consensus
97
What is an important part of reaching consensus?
Compromising
98
Why will contentious points be discussed?
Try and persuade a team member who disagrees with the majority
99
What happens if consensus can’t be reached?
Dissenting team member may withdraw or force team to change proposal and process
100
What happens if you can’t agree in consensus?
Give alternative
101
Why is the Jungian Theory?
Most widely used and researched theory of personality in the world
102
What does Jungian Theory form the basis of?
MTR-I and Margerison-McCann profiles
103
Who founded the concept of analytical psychology?
Carl Jung - Swiss psychologist
104
What was based on Carl Jung’s work?
Myers-Briggs personality test and AA program
105
What does MTR-I refer to?
Management Team Roles Indicator
106
What is the management teams role indicator?
An approach that looks at what is needed to close the gap between desired an actual team performance
107
What does the management team role indicator identify?
Specific roles for individuals and enables them to work towards their own strengths
108
What is the management team role indicator based on?
Siri that people who are not optimally used will not contribute as much as those who are working within their personal preferences
109
What is the management team row indicator used for?
Decision-making and team collaboration – looks at the weather team functions as a whole and individuals
110
When will team dynamics also shift?
A new member joins the team at any time or someone leaves
111
What aspects is the MRT-I based on?
1. collective competencies
2. Behavioural styles
3. Team bars
112
Define collective competencies
The synergy of the team that can only be achieved by working together
113
Define behavioural styles
Styles based on Jungs personality types. Identify behaviours that will lead to optimal success
114
Define team bars
Behaviourally anchored rating scale – scale for measuring individual performance
115
What does the team dynamic theory look at?
Identifying individuals through different stages of the team process
116
What is the Margerison-McCann profiles?
It acknowledges that a team works at different levels are different times and takes into consideration the work preferences
117
What happens after completing comprehensive surveys?
Team members each receive a detailed individual analysis – ultimately allows the team to utilise drinks and optimise team effort
118
What is an advantage of the Margerison-McCann profiles?
This system is the ability to work with diversity and balanced team roles – provides guidelines for managing conflict
119
How do you projects differ from normal work?
They are definable tasks which are resourced with specific team members, budget and other resources – achieve identifiable outcome
120
How long do projects take?
Smaller projects can be short-term and larger projects can take years
121
What is the project manager?
Pivotal to the success of the project and they are responsible to all the stakeholders in the process
122
What is a sponsor?
The person who commissioned the project
123
What are the suppliers?
Businesses that are providing resources in the form of products or services
124
What are the clients?
Beneficiaries of the project.
125
What is the clients known as in an economically driven project?
The client will ultimately pay
126
What is the clients known as in an CSI initiative?
The client is benefiting but funding will come from suppliers – donor
127
What a team leaders?
The people who are in charge of subsections of the project. They would have the team under them to accomplish specific tasks
128
What are other stakeholders?
Depends on the type of project. Ever to new product development the society would benefit and the government
129
What would the project manager be in charge of?
Planning, organising, leading and controlling the project
130
What would be necessary if there was a large-scale project in terms of the project manager?
Delegate some of these roles to experts in their fields
131
What is the project life-cycle?
When problems are experienced at any stage of a project, it may be necessary to backtrack to a previous step in order to resolve the problem. Same processes of as team processes
132
What is a project charter?
Allows all participants to work towards a common goal and define and communicate their expectations to avoid misunderstanding is
133
What form is a project charter?
Often the documents that will be used when applying for funding is from banks or donors
134
How should a project we planned?
Using smart goals
135
How do you smarter goals help with planning a project?
It is easy to see that recording both progress and accomplishments are essential
136
What happens during the initiation stage of the project charter?
A project charter is drawn up which includes
137
What does the project charter include?
* the purpose statement
* the scope statement
* project outcomes
* environmental scaning
* budget
* chain of command
* precautions, exemptions and risks
138
What is the purpose statement?
It's the reason why we are doing this.
139
What is the scope statement?
What is included in the project and how big is it going to be. Pre-Sign contracts and agreements form the basis of this
140
What is the project creep?
Pictures are added to the original requirements
141
What is the project outcomes?
Ultimate goals need to be quantified and precisely defined – all stakeholders have a common understanding
142
What is environmental scanning?
May include micro and market environment and the use of swot analysis. Macro environment will necessitate the use of pestle analysis
143
What a budget?
Or resources cost money, unless people are donating their time.
144
What would Jonas want accountability for in terms of budget?
The efficient use of their funds
145
What is the chain of command?
Organogram - include vital guidelines to what information needs to be communicated (whom, when, what format)
146
What are precautions, assumptions and risks?
Document and address each of these aspects along with Plan B and any risk management strategies
147
Define conflict
Estate of disharmony or a clash between different people, situations, ideas or elements
148
What are the two types of conflict?
Functional or dysfunctional
149
Define functional conflict
Positive, non-aggressive and stimulating creativity or better performance
150
Define dysfunctional conflict
Aggressive, negative and hampering productivity
151
How can people experience in a conflict?
They are having trouble making decisions
152
What is the most important aspect of managing conflict?
Addressing issues before they get flown out of her portion
153
What are the most basic steps in conflict management?
Educating employees around negotiation, conciliation, mediation and arbitration
154
Define negotiation
The two parties sit down and try to come to a compromise by themselves
155
Define conciliation
Third-party get involved but only to facilitate the discussion
156
Define mediation
The same person get more involved and will give advice, but ultimate decision is up to the original parties
157
Define arbitration
The decision is taken out of hand of the original parties, and third-party he has to make a judgement calls
158
What will good team dynamics result in?
Open communication and fear Miss understandings, ability to nip problems in the bud
159
What does poor team dynamics increase?
The chances of conflict which again leads to the need for crisis management
