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WO & SP DT II > WOP Chapter 8: Team Dynamics > Flashcards

WOP Chapter 8: Team Dynamics Flashcards

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1
Q

Teams

A

groups of two or more people who interact with and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization

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2
Q

informal groups hebben geen…

A
  • interdependence
  • are not organized due to one purpose

(bv the people you meet for lunch)

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3
Q

why do informal groups exist?

A
  • humans are social beings
  • social identity theory: we define ourselves on the basis of the groups we are present in
  • we sometimes cannot achieve goals on our own
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4
Q

informal groups relevance in organizations

A

niet gemaakt door organizaties, want hebben geen invloed op organizational goals.
maar… wel goed voor
- minder employee stress
- trust building
- information sharing
- power
- influence
- employee wellbeing

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5
Q

hoe zorgen informal groups voor meer power en influence

A

employees with large social networks (dus in veel informal groups) -> receive better info and treatment + talent is more visible -> meer power en influence in company

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6
Q

waarom doen mensen het soms beter in teams

A
  • drive to bond
  • accountability to team members
  • collegues serve as benchmarks; je wil niet er slechter uitzien dus iedereen vergelijkt zichzelf met andere collegas
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7
Q

wat is het grote nadeel van teams

A

process losses: resources die geinvesteerd moeten worden in team building en maintenance, in plaats van naar de task. ook hebben mensen in een team tijd nodig om conflicten op te lossen, mutual understanding of goals, determine strategies, negotiate roles, agree on informal codes of conduct.

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8
Q

process losses are amplified when…

A

people are added or replace others on a team

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9
Q

process losses increase even after new coworkers have setteled because…

A

larger teams require more time to solve conflict, more coordination etc

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10
Q

wat is social loafing

A

people exert less effort whilst working in a team, versus when they work alone.

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11
Q

model of team effectiveness 4 componenten

A
  • organizational and team environment
  • team design
  • team processes
  • team effectiveness
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12
Q

organizational and team environment factoren

A
  • physical space
  • organisational leadership
  • organisational structure
  • rewards (goed: team-based rewards)
  • communication

all things outside of the employees influence!

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13
Q

team design factoren

A
  • team size
  • team characteristics
  • task characteristics
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14
Q

team processes factoren

A
  • team trust
  • team norms
  • team cohesion
  • team development
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15
Q

team effectiveness factoren

A
  • satisfy member’s needs
  • accomplish tasks
  • maintain team survival
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16
Q

a team is effective when it…

A
  • benefits its members and the organization
  • stands for long enough
  • serve some organizational purpose
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17
Q

voor welk soort werk zijn teams perfect

A
  • complex work
  • that can be divided into more specialized roles
  • that needs coordination (well-structured tasks: makkelijker coordineren dan ambiguous tasks)
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18
Q

3 levels of interdependence

A

pooled - sequential - reciprocal

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19
Q

pooled interdependence

A

when employees share a common resource (bv. budget, a machine, or administrative support)

lowest form

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20
Q

sequential interdependence

A

outcome of one person/unit becomes the input of another person/unit

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21
Q

reciprocal interdependence

A

when work is exchanged back and forth among individuals

highest level

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22
Q

the higher the level of interdependence..

A

the more you need teams! because you need organization

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23
Q

team size

A

should be large enough to have all perspectives and competencies, but small enough for meaningful interactions and involvement and coordination possibilities

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24
Q

five c model: effective teams

A
  • communicating
  • comforting
  • conflict resolving
  • coorporating
  • coordinating

mmnoo

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25
coorporating
sharing resources accomodate others
26
conflict resolving
diagnose conflict use best conflict handling style
27
comforting
show empathy build confidence provide psychological support
28
communication
listen share information freely
29
coordinating
keep team on track allign work with others
30
+ en - of team diversity
+ better decisions + better representation + more competencies - bonding is slower, take longer to make an effective team - conflict
31
FSNP model
forming storming norming performing (adjourning)
32
forming
testing each other orientation learn about each other evaluate benefits and cost discover expectations defer to authority test boundaries of behaviour
33
storming
interpersonal conflict norm establishment compete for roles proactive influence goals and means
34
norming
roles are now established, consensus forms first sense of cohesion
35
performing
members have learned to effectively coordinate and resolve conflict
36
adjourning
when a group wraps up its work and then dissolves
37
some teams remain in a particular stage longer than others and does not explain why teams sometimes regress back to earlier stages of development
oke
38
developing team identity when...
team development occurs when employees take ownership of the teams success and make the team part of their social identity
39
developing team mental models and coordinating routines
includes developing habitual routines with teammates and forming shared or complementary mental models
40
role
set of behaviours that people are expected to perform because they hold certain positions in a team and organization
41
team members have .... roles
specific, formal roles and informal roles
42
team building =
formal activities intended to improve the development and functioning of a team
43
different aspects of team-building
- task-focused - improve teams problem solving skills - reconstructing members perceptions of roles - get to know each other, build trust -> most common
44
norms
informal rules and shared expectations that groups establish to regulate the behaviour of their members
45
why do norms develop?
because people need to anticipate or predict how others will act.
46
by which 3 ways do norms form
- subtle events during the teams formation - when members discover behaivours that help them function more effectively - experiences and values of the members self
47
team norms often become deeply anchored, dus..
belangrijk om ongewenste normen tijdens de team formatie snel er uit te halen, en desirable norms juist te vormen
48
team cohesion
the degree of attraction people feel toward the team and their motivation to remain members - attractedness to the team - commitment to the teams goals - collective sense of team pride
49
6 influences on team cohesion
1. member similarity 2. team size (smaller teams is more cohesion) 3. member interaction (more cohesion when they interact more) 4. difficult entry (somewhat) 5. team success 6. external competition and challenges
50
higher cohesion =
better performance
51
team cohesion has less effect on team performance when...
- there is low task interdependence - what the team norms are, and whether they are compatible to the organizations goals
52
trust
positive expectations one person has toward another person in situations involving risk
53
trust is build on 3 things:
calculus, knowledge, identification
54
calculus based trust
logical calculation, that a team member wil face sanctions if they violate the expectations
55
knowledge based trust
the predictability of someones behavior
56
identification based trust
mutual understanding and emotional bond amongst team members
57
swift trust
initial high trust in an organizational setting: people belief members are reasonably competent (knowledge) and develop some degree of social identity with the team (identification)
58
self-directed team SDT
cross-functional groups organized around work processes that complete an entire piece of work requiring several interdependent tasks and that have substantial autonomy over the executions of those tasks
59
SDTs successful when...
- are responsible for the whole work process - autonomy: zelf beslissingen maken -> sneller reageren
60
virtual teams
teams that operate across space, time and roganizational boundaries and are linked through information technologies to achieve organizational tasks.
61
virtual teams difference traditional teams
1. not usually co-located (dus niet meerdere locaties) 2. lack of co-location -> depend on technology ipv face to face
62
success factors for virtual teams
- more competencies: good communication technology skills, strong self-leadership, higher emotional intelligence (want dan mails begrijpen etc) - toolkit of communication channels, as well as the freedom to choose a channel that works for them - enough structure
63
constraints on team decision making
- time constraints (duurt soms lang om te agreeen op rapporten en regels etc.) production blocking: due to that only one person may speak at a time - evaluation apprehension: decision-making problem, wanneer mensen ideeen niet benoemen omdat ze denken dat anderen het dom vinden. - pressure to conform: to the teams norms (en daardoor oppress dissenting opinions) - overconfidence -> inflated team efficacy
64
4 ways to improve creative decision making in teams
- brainstorming (discuss) - brainwriting (opschrijven, haalt de production blocking weg omdat niemand hoeft te wachten op anderen) - electronic brainstorming - nominal group technique (elk persoon geeft een soort pitch voor het idee)

WO & SP DT II (16 decks)

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