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MGMT 363 > Chapter 11 > Flashcards

Chapter 11 Flashcards

1
Q

Team

A

Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose

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2
Q

Interactions within teams…

A
  1. The interactions among members within teams revolve around a deeper dependence on one another than the interactions within groups
  2. The interactions within teams occur with a specific task-related purpose in mind

Interactions allow the team to pool complementary knowledge and skills

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3
Q

% of employees in the US that work in a team as a part of their job

A

50%

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4
Q

Teams depend on one another for

A

critical information, materials, and actions needed to accomplish goals

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5
Q

Team Characteristics

A

the task, unit, and member qualities that can be used to describe teams

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6
Q

Work Team

A

A relatively permanent team in which members work together to produce goods and/or provide services
- Ex: how cars and trucks are manufactured at Toyota

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7
Q

Management teams

A

A relatively permanent team that participates in managerial-level tasks that affect the entire organization

  • Whereas work teams focus on the accomplishment of core operational-level production and service tasks, management teams participate in managerial-level tasks that affect the entire organization
  • Responsible for coordinating the activities of organizational subunits (typically departments or functional areas) to help the organization achieve its long-term goals
  • Ex: top management teams (consist of senior-level executives who meet to make decisions about the strategic direction of the organization)
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8
Q

Parallel Teams

A

A team composed of members from various jobs within the organization that meets to provide recommendations about important issues

  • Part-time commitment from members, and they can be permanent or temporary, depending on their aim
  • Ex: quality circles-consists of individuals who normally perform core production tasks, but who also meet regularly with individuals from other work groups to identify production-related problems and opportunities for improvement
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9
Q

Project Teams

A

A team formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas

  • Project teams exist only as long as it takes to finish a project
  • Could be full time or part time
  • A planning team comprised of engineers, architects, designers, and builders, charged with designing a suburban town center, might work together full-time for a year
  • The engineers and artist who constitute a design team responsible for creating an electric toothbrush might work together for a month on the project while also serving on other project teams
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10
Q

Action Teams

A

A team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging

  • Tasks can be complex, highly visible to an audience, or highly challenging in nature
  • Ex: sports teams remain intact for at least one season
  • Ex: musical groups can stick together for decades
  • Ex: surgical teams can work together for a single two-hour surgery
  • Ex: aircraft flight crews may only work together for a single flight
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11
Q

Multiple Team Membership

A

Indicates that employees do not identify with each team equally and that these differences have important implications as to how effort and commitment employees bring each of their teams

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12
Q

What is most adventageous for teams where team members have high levels of team-relevant knowledge obtained from outside experts and others in their social networks?

A

High levels of self-management

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13
Q

Virtual teams

A

A team in which the members are geographically dispersed, and interdependent activity occurs through e-mail, web conferencing, and instant messaging
o Ex: Logitech’s “follow the sun” electronic handoffs

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14
Q

Steps of Team Development

A

Forming, Storming, Norming, Performing, Adjourning

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15
Q

Forming

A

The first stage of team development, during which members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who’s in charge

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16
Q

Storming

A

The second stage of team development, during which conflict occurs due to members’ ongoing commitment to ideas they bring with them to the team

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17
Q

Norming

A

The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate

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18
Q

Performing

A

The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress toward goals

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19
Q

Adjourning

A

The final stage of team development, during which members experience anxiety and other emotions as they disengage and ultimately separate from the team

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20
Q

Punctuated Equilibrium

A

A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time

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21
Q

Task Interdependence

A

The degree to which team members interact and rely on other team members for information, materials, and resources needed to accomplish work for the team

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22
Q

Pooled Interdependence

A

A form of task independence in which group members complete their work assignments independently and then their work is simply added together to represent the group’s output
o Ex: Fishing Boat

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23
Q

Sequential Interdependence

A

A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence
o Assembly Line

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24
Q

Reciprocal Interdependence

A

A form of task interdependence in which group members interact with only a limited subset of other members to complete the team’s work
o Custom home builders, architects, engineer work together to build a home

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25
Q

Comprehensive Interdependence

A

A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team’s work

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26
Q

Goal Interdependence

A

he degree to which team members have a shared goal and align their individual goals with that vision
- You can create a high level of goal interdependence by ensuring that the team has a formalized mission statement for members to buy into

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27
Q

Outcome Interdependence

A

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals
- Examples of rewards: pay, formal feedback and recognition, pats on the back, extra time off, and continued team survival

28
Q

Team Composition

A

The mix of the various characteristics that describe the individuals who work in the team

29
Q

ROle

A

The behavior a person is generally expected to display in a given context

30
Q

Leader-Staff Teams

A

A type of team that consists of members who make recommendations to the leader who is ultimately responsible for team decisions

31
Q

Team Task Roles

A 
Initiator-Contributor
Coordinator
Orienter
Devil's Advocate
Energizer 
Procedural-Techician
32
Q

Team Building Roles

A 
Encourager
Harmonizer
Compromiser
Gatekeeper-expediter
Standard setter
Follower
33
Q

Individualistic Roles

A 
Agressor
Blocker
Recognition seeker
Self-confessor
Slacker
Dominator
34
Q

Initiator-contributor

A

proposes new ideas

35
Q

Coordinator

A

Tries to coordinate activities among team members

36
Q

Orienter

A

Determines the directio of the team’s discussion

37
Q

Devil’s advocate

A

offers challenges to the team’s status quo

38
Q

Energizer

A

Motivates the team to strive to do better

39
Q

Procedural-technition

A

Performas routine tasks needed to keep progress moving

40
Q

Encourager

A

Praises the contributions of other team members

41
Q

Harmonizer

A

Mediates differences between group members

42
Q

Compromiser

A

Attempts to find the halfway point to end conflict

43
Q

Gatekeeper-expediter

A

Encourages participation from teammates

44
Q

Standard setter

A

Expresses goals for the team to achieve

45
Q

Follower

A

Accepts the ideas of teammates

46
Q

Agressor

A

Deflates teammates, expresses disapproval with hostility

47
Q

Blocker

A

Acts stubbornly resistant and disagrees beyond reason

48
Q

Recognition seeker

A

brags and calls attention to himself or herself

49
Q

self-confessor

A

discloses personal opinions inappropriately

50
Q

slacker

A

acts cynically, or nonchalantly, or goofs off

51
Q

dominator

A

manipulates team members for personal control

52
Q

team task roles

A

Behaviors that directly facilitate the accomplishment of team tasks

53
Q

team-building roles

A

Behaviors that directly facilitate the accomplishment of team tasks

54
Q

individualistic roles

A

Behaviors that benefit the individual at the expense of the team

55
Q

Disjuntive tasks

A

Tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness

56
Q

Conjuntive tasks

A

Tasks for which the team’s performance depends on the abilities of the team’s weakest link

57
Q

Additive Tasks

A

Tasks for which the contributions from every member add up to determine team performance

58
Q

Member Personality

A
  • Ex: Agreeable people-more cooperative, trusting, promote positive attitudes, work hard, less likely to offer construction criticisms that might help the team improve
  • Ex: Conscientiousness people-dependable, work hard (strong negative effect on the team of having even one member who is particular low on conscientiousness)
  • Ex: Extraverted people-perform more effectively in interpersonal context and are more positive and optimistic in general, too many extraverted people can be too much (power struggles)
59
Q

Team Diversity:

A

The degree to which team members are different from one another

60
Q

Value in Diversity Problem-Solving Approach:

A

A theory that supports team diversity because it provides it provides a larger pool of knowledge and perspectives

61
Q

Similarity-Attraction Approach:

A

A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them

62
Q

Surface-Level Diversity

A

Diversity of observable attributes such as race, gender, ethnicity, and age

63
Q

Faultlines

A

occur in diverse groups whereby informal subgroups based on similarity in surface-level attributes

64
Q

Deep-Level Diversity

A

Diversity of attributes that are inferred through observation or experience, such as one’s values or personality

65
Q

Team Size

A
  • Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks
  • BETWEEN 4-5 PEOPLE IS IDEAL
  • Jeff Bezos’ two pizza rule: “If a team can’t be fed by too pizza’s, it’s too large”
66
Q

Outcome interdependence

A
  • Organization with compensation that has high outcome interdependence->higher percentage of pay is dependent on how well your team does
    o High cooperation
    o Reduced motivation (especially among higher performers)

MGMT 363 (5 decks)

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