weak 5 Flashcards
media richness
The degree to which a medium contains cues regarding the
meaning of messages and provides immediate feedback so
that the interpretation of a message can be checked
Virtuality
The degree to which team members use technology in working across locational, temporal, and relational boundaries to accomplish an interdependent task
Fun fact: in virtual teams, when team size gets bigger, team gets more creative. The opposite is true for in person teams.
why would organizations want to be allow their employees to be virtual
- Have access to experts
- Have more flexible workings schedules
- Overcoming coordination losses in group pidea generation and brainstorming: no blocking
- Equal opportunities for participation: if you email idea might be easier than speaking in a group setting.
Minority opinions in group decision making
For expression of opinions: virtual teams better than in person
For influence of opinions once expressed: in person teams better than virtual. PAIN-GAIN HYPOTHESIS
Designing hybrid work
properly requires thinking
along two axes:
Place (constrained =
from office,
unconstrained =
anywhere)
* Time (constrained =
synchronous,
unconstrained = a
synchronous/whenever)
4 drivers of sucess for hybrid work
- For focus: asynchrony in terms of time is helpful, place less important
- For coordination: synchroneity is more important, but place less important
- Cooperation: requires synchronicity, requires face-to-face contact
- Sustained energy
4 perspectives to consider to make hybrid work a success
- jobs and tasks
- employee preferences
- projects and workflows (reconsider how to optimize workflows to move towards more flexible work arrangements
- inclusion and fairness
BOUNDARY SPANNING
The activities that link the group with its environment
Boundary spanning: scout activities (think bringing back wood to the camp)
Bringing in information and resources
Ambassador activities (think ambassador on social media)
Exporting information and resources to outsiders
Sentry activities (think hunger games - protection)
Controlling what others want to send to the group
Guard activities (bouncer qui protège le marshall)
Controlling the resources that others request from the group
two ways to increase cooperation between groups and to reduce ingroup bias
de-categorization + re-categorization
when you de-categorize, you want to get to a common ingroup identity (super-ordinate). you want common fate, positive interdependence, direct interaction, similarity, and then to a dual identity.
true or false: diversity training is assumed to be effective, but not always found
true
WHEN WILL TEAM DIVERSITY
TRAINING WORK?
when less positive team-level diversity beliefs + high nationality diversity (for creativity and team efficacy)
Teams can use technology to communicate. They use media that can be richer or leaner. Examples of media are E-mail, Posters, Telephone, Video conferencing. Which of the following statements
is NOT true?
a. Video-conferencing is the richest of the media named
above.
b. Telephone is the richest of the media named above.
c. Poster is the leanest of the media named above.
b. telephone is the richest
In this course you learned about types of boundary spanning
activities. Which of the following is correct?
a. Monitoring the environment to scan for signs of future
trouble is an example of ambassador activities.
b. Letting outsiders know of the team’s progress is an
example of scout activities.
c. Interpreting outside information into team jargon is an example of sentry activities.
A is a scout activity (it’s part of “Scanning”)
B is an ambassador activity (it’s part of “informing”)
C is correct = it’s part of translating, which is a sentry activity
2 arguments vs 2 downsides of virtuality
2 arguments: Virtual groups can be composed of expert members, independent of geographical location (so we can perform better because we can have the best employees) and organizations can offer employees more flexible working
arrangements (this could be good for, for instance, the inclusion of all employee groups)
2 downsides: Greater chance of misinterpretations and
misunderstandings (this could come at the expense of good task coordination, which is bad for performance) and that team members tend to have lower
satisfaction (they may want to leave the team sooner, which is costly for the company)”
factors to alleviate the problems of virtual teams
- match virtual teams with appropriate tasks
- *goal setting (formalize vision, work processes and strategies)
- introduce team-based rewards
- *try to increase team trust
- give the team time
