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Social Psych At Work > Unit 6: Teamwork > Flashcards

Unit 6: Teamwork Flashcards

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1
Q

What are the main components of Wood & West/s definition of teamwork (the long one)

A
  • Size 2-15
  • Shared objectives
  • Dependence
  • Autonomy and control
  • Responsibility and accountability (collective responsibility)
  • Organizational identity.
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2
Q

Key components of definition 2 of teamwork: Kozlowski and Bell (2003)

A

2+ people
Perform organizationally relevant tasks
Share 1+ common goals
Interact socially
Exhibit task interdependencies
Org. Context maintains/ manages boundaries

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3
Q

What are the 3 coordination mechanisms?

A

Shared mental models
Closed loop communication
Mutual trust

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4
Q

Outline shared mental models

A

When the team has similar ways of processing information, responding to stimulus, and interpreting reality it will easier to be coordinated

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5
Q

Outline closed loop communication

A

Need interactions, frequent meetings (preferably face to face)

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6
Q

Outline Mutual trust

A
  • Trust colleagues in your team & they must trust you.
  • Suspicion of quality of team will reduce coordination
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7
Q

What are the 5 core components of teamwork

A

Leadership
Adaptability
Mutual performance monitoring
Backup behaviours (workload)
Team orientation (pressure or stress)

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8
Q

2 types of leadership

A

Formal: designated by formality (manager, supervisor)
Informal: spontaneous, naturally occurring within a social group. Members of the group subconsciously follow the leader

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9
Q

5 Types (categories) of teams in organizations

A

Strategy and policy teams
Production teams (factory
Service teams
Project and development team (healthcare professionals, researchers for breast cancer treatment)
Action and performance teams (football, lifeboat)

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10
Q

Dimensions of teams in organizations

A

Degree of performance (how long they’ve worked with the team)

Emphasis on skill/competence development (importance of the skills – healthcare professionals required specific skills and competencies)

Genuine autonomy and influence

Level of task from routine to strategic (strategic = top managers aiming to resolve the economical crisis. Routine = selling washing machines)

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11
Q

What are the 7 dimensions of working in a team

A

Autonomy &
Varied demands (needs diff people)
Completeness
Task significance (group motivation)
Developmental possibilities for task
Opportunities for learning
Requirements for interdependence

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12
Q

According to Cohen & Bailey, why do people work in teams ?

A

Organizational strategy

Speedy development and delivery of product/service

Learn effectively

Cross functional = ^ quality management & radical change

Creativity and innovation

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13
Q

What are the employee benefits of working in a team

A

Job satisfaction
Empowerment
Commitment
Citizenships
Task involvement& belongingness

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14
Q

What are the Organizational benefits of team work

A

Efficient processes
Flexible response to change
Improve effectiveness
Reduce costs
Increase innovation
Effective partnership with other org
Customer involvement
Employee well-being/commitment
More comprehensive utilisation of employees skills

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15
Q

What are the 3 main components of an effective team model

A

INPUT
PROCESSES
OUTPUT

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16
Q

What are the ‘inputs’ that impact the effectiveness of a team (according to effective team model)

A

Task design
Team effort & skills
Organizational support
Resources

17
Q

What are the ‘processes’ that impact the effectiveness of a team (according to effective team model)

A

Objectives
Reflectivity
Participation
Task focus
Team conflict
Creativity and innovation
Leadership processes

18
Q

What are the ‘output’ of an effective team (according to effective team model)

A

Team effectiveness
Team innovation
Inter-team relationships
Team member satisfaction
Attachment

19
Q

what are the factors of task design and what part of the effective team model is it

A

It’s an INPUT

Complete task, autonomy (control), task relevance, feedback and interdependence

are all factors of task design that affect team effective as

20
Q

What is the main premise of team effort and skills, the sub factors/ models used to understand it and which part of team effective as model

A

INPUT

members motivations, appropriate skills and potency (belief in success)

Ability & personality
Belbins team roles model
Generic Teamwork skills

21
Q

Outline ability and personality (as a component of team effort & skill, a type of input in the team effectiveness model)

A

High ability = team performance

Big 5 models of personality: open/closed, agreeable/disagg, stable/unstable, extrav/introv, conscientious/un…

CONSCUENTIOUS & EXTRAVERTED = MOST EFFECTIVE

22
Q

Which types of the big 5 personality model are most effective at team work

A

CONSCIENTIOUS & EXTRAVERTED

23
Q

What are belbin’s 8 team roles model (CRISSTPC + M)

A

Coordinator - organise diff roles
Resource investigator - contacts
Implementer - executes plan
Shaper - bring form & realism
Specialist - expert
Team worker - good team climate
Plant - the idea
Complete finisher- tie lose ends

+ monitor evaluator (overlooks)

24
Q

What are some generic teamwork skills

A

Active listening
Communication skills
Social perceptiveness
Self monitoring
Altruism (help w no expectation)
Warmth/cooperation
Patience/ tolerance

25
Q

Outline Organizational support & wat part of the effective team model is it ?

A

INPUT

The structure (vertical, horizontal; hierarchy?)
Culture (trust, communication, involvement, training/teamwork, support

Ideal climate for teamwork = supportive, challenging, risk taking and idea generation

26
Q

What is the ideal Organizational climate for team work

A

supportive, challenging, risk taking and idea generation

27
Q

What are some systems for reviewing performance in the Organizational climate

A

Team outcomes
Team member growth/well-being
Inter team relations
Team goal setting
team innovation

28
Q

Outline resources & which part of effective team model

A

INPUT

Material and Human Resources available

29
Q

Outline objectives as a process within the effective team model

A

There must be clear objectives with commitment and agreement from all team members

30
Q

Outline participation as a process within the effective team model

A

Decision making, communication, regular meetings, trust, safety & support

Decision making is affected by…
Social conformity
Status/ hierarchy
Group polarisation
Ignoring new info
Brainstorming

31
Q

Outline TASK FOCUS as a process within the effective team model

A

Team examining their performance
Error management: what can be learnt from this mistake ? Not passing blame

CONSTRUCTIVE controversy: elaborate positions, search for understanding, integrate perspectives

32
Q

Outline TEAM CONFLICT as a process within the effective team model

A

Task related or interpersonal conflict

Depends on how dealt with
- avoidance
- accommodate
- compete
- compromise
- collaborate

33
Q

Outline CREATIVITY & INNOVATION as a process within the effective team model

A

Utilising new products and services
Have a creative climate
Reflect on performance

PROBLEM SOLVING : 4 stages
Exploration —> ideation —> Selection —> Implementation

34
Q

Outline REFLECTIVITY as a process within the effective team model

A

Reflect on performance (3 stages)
1. Reflection
2. Planning (detailed, potential probs, prioritise, time scale)
3. Action (magnitude, novelty, radical & effective?)

35
Q

What is decision making affected by

A

Social conformity
Status/ hierarchy
Group polarisation
Ignoring new info
Brainstorming

36
Q

What are the 4 stages of problem solcigg bc

A

Exploration
Ideation
Selection
Implementation

Social Psych At Work (6 decks)

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