Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

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

WOP Chapter 8: Team Dynamics Flashcards

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

informal groups hebben geen…

A
  • interdependence
  • are not organized due to one purpose

(bv the people you meet for lunch)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

process losses are amplified when…

A

people are added or replace others on a team

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

process losses increase even after new coworkers have setteled because…

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

wat is social loafing

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

model of team effectiveness 4 componenten

A
  • organizational and team environment
  • team design
  • team processes
  • team effectiveness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

team design factoren

A
  • team size
  • team characteristics
  • task characteristics
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

team processes factoren

A
  • team trust
  • team norms
  • team cohesion
  • team development
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

team effectiveness factoren

A
  • satisfy member’s needs
  • accomplish tasks
  • maintain team survival
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

a team is effective when it…

A
  • benefits its members and the organization
  • stands for long enough
  • serve some organizational purpose
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

3 levels of interdependence

A

pooled - sequential - reciprocal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

pooled interdependence

A

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

lowest form

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

sequential interdependence

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

reciprocal interdependence

A

when work is exchanged back and forth among individuals

highest level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

the higher the level of interdependence..

A

the more you need teams! because you need organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

five c model: effective teams

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

mmnoo

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

coorporating

A

sharing resources
accomodate others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

conflict resolving

A

diagnose conflict
use best conflict handling style

27
Q

comforting

A

show empathy
build confidence
provide psychological support

28
Q

communication

A

listen
share information freely

29
Q

coordinating

A

keep team on track
allign work with others

30
Q

+ en - of team diversity

A

+ better decisions
+ better representation
+ more competencies
- bonding is slower, take longer to make an effective team
- conflict

31
Q

FSNP model

A

forming
storming
norming
performing
(adjourning)

32
Q

forming

A

testing each other
orientation
learn about each other
evaluate benefits and cost
discover expectations
defer to authority
test boundaries of behaviour

33
Q

storming

A

interpersonal conflict
norm establishment
compete for roles
proactive
influence goals and means

34
Q

norming

A

roles are now established, consensus forms
first sense of cohesion

35
Q

performing

A

members have learned to effectively coordinate and resolve conflict

36
Q

adjourning

A

when a group wraps up its work and then dissolves

37
Q

some teams remain in a particular stage longer than others and does not explain why teams sometimes regress back to earlier stages of development

A

oke

38
Q

developing team identity when…

A

team development occurs when employees take ownership of the teams success and make the team part of their social identity

39
Q

developing team mental models and coordinating routines

A

includes developing habitual routines with teammates and forming shared or complementary mental models

40
Q

role

A

set of behaviours that people are expected to perform because they hold certain positions in a team and organization

41
Q

team members have …. roles

A

specific, formal roles and informal roles

42
Q

team building =

A

formal activities intended to improve the development and functioning of a team

43
Q

different aspects of team-building

A
  • task-focused
  • improve teams problem solving skills
  • reconstructing members perceptions of roles
  • get to know each other, build trust -> most common
44
Q

norms

A

informal rules and shared expectations that groups establish to regulate the behaviour of their members

45
Q

why do norms develop?

A

because people need to anticipate or predict how others will act.

46
Q

by which 3 ways do norms form

A
  • subtle events during the teams formation
  • when members discover behaivours that help them function more effectively
  • experiences and values of the members self
47
Q

team norms often become deeply anchored, dus..

A

belangrijk om ongewenste normen tijdens de team formatie snel er uit te halen, en desirable norms juist te vormen

48
Q

team cohesion

A

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
Q

6 influences on team cohesion

A
  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
Q

higher cohesion =

A

better performance

51
Q

team cohesion has less effect on team performance when…

A
  • there is low task interdependence
  • what the team norms are, and whether they are compatible to the organizations goals
52
Q

trust

A

positive expectations one person has toward another person in situations involving risk

53
Q

trust is build on 3 things:

A

calculus, knowledge, identification

54
Q

calculus based trust

A

logical calculation, that a team member wil face sanctions if they violate the expectations

55
Q

knowledge based trust

A

the predictability of someones behavior

56
Q

identification based trust

A

mutual understanding and emotional bond amongst team members

57
Q

swift trust

A

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
Q

self-directed team SDT

A

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
Q

SDTs successful when…

A
  • are responsible for the whole work process
  • autonomy: zelf beslissingen maken -> sneller reageren
60
Q

virtual teams

A

teams that operate across space, time and roganizational boundaries and are linked through information technologies to achieve organizational tasks.

61
Q

virtual teams difference traditional teams

A
  1. not usually co-located (dus niet meerdere locaties)
  2. lack of co-location -> depend on technology ipv face to face
62
Q

success factors for virtual teams

A
  • 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
Q

constraints on team decision making

A
  • 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
Q

4 ways to improve creative decision making in teams

A
  • 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)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions