Lecture 6 - Teams

Question 1

generations
Silent
Babyboomers
Generation X
Millenials

Answer 1

Silent 28-45

babyboomer 45-64

generation X 65-80

Millenials 81-99

Question 2

Self-Determination Theory

Answer 2

Humans three basic needs

Competence (need to be effective in dealing with environment)

Autonomy

(need to control the course of their lives)

Relatedness

(need to have a close, affectionate relionship with others

Question 3

Hackmann & Oldham`s Job CHaracteristics Model

Answer 3

core dimensions -> psychological states -> outcomes

skill variet, task identity and task significance -> meaningfulness of work -> high intrinsic motivaton, high job performance

autonomy -> responsibility of outcomes -> high job-satisfaction

feedbacck -> knowledge of results -> low absenteeism & turnover

Question 4

Millenials defer adulthood

Answer 4

Smoke less
Drink less
Engage later in sex
But also:
Have more burn-out
Higher suicide rate

Question 5

Explanation 1: Reinforcement Theory

Answer 5

Behavior depends on 3 elements:

stimulus, response, & reward

Question 6

Explanation 2: We share success

Answer 6

social media

Question 7

Explanation 3: expectations are too high

Answer 7

Satisfaction = Reality - Expectations

Question 8

Explanation 4: individualism

Answer 8

v. collectivism

Question 9

TEAM

Answer 9

together everyone achieves more

Question 10

Groups & Teams: Definitions

Answer 10

Groups include members who may work together or may just share some resources

Teams include members whose tasks are interdependent; Work towards a common goal & share responsibility for outcomes

Question 11

The advantage of teamwork

Answer 11

Teams have a bigger chance of surviving

Question 12

Reasons for increased use of teams:

Answer 12

Work can be performed concurrently rather than sequentially
Innovation & creativity promoted
Enable quick, effective development/delivery of products & services
Organizations learn & retain learning more effectively
cross-feritilization

Question 13

Types of Teams

Quality circles

Answer 13

Quality circles
Typically involve 6-12 employees who meet regularly to identify problems/generate ideas
Positive outcomes in short term but gains not sustained over time (honeymoon effect)

Question 14

Kaizen(改善)

Answer 14

is theJapaneseword for “improvement”.

In business, kaizen refers to activities thatcontinuously improveall functions and involve all.

Besides business it has been applied in healthcare, psychotherapy, life coaching…

Question 15

Project teams

Answer 15

Project teams
Created to solve particular problem
Disbanded after problem solved or project completed

Question 16

Production teams

Answer 16

Production teams

Consist of front-line employees who produce a tangible output

Question 17

Autonomous work group

Answer 17

Autonomous work group: Type of production team with control over a variety of functions
Research findings unclear, more research is necessary

Question 18

The risk of self-management

Answer 18

Employees push their bounderies

Workpressure increases

undesired work is not done

Lack of coordination

A de facto-leader emerges

Question 19

Virtual Teams

Answer 19

Trust is a critical concern; Increase via:

Virtual-collaboration, virtual-socialization, and virtual-communication behaviors

Question 20

A Specialized Team: Airline Cockpit Crew

Answer 20

Benefit from an organizational context that provides:
Challenging objectives
Prior training and education
A consistent information system

In times of crisis, a captain should:
Discuss with others

Question 21

Input-Process-Output Model

Answer 21

Enables understanding of how teams perform & how to maximize performance

Input Variables:
Organisational Context
Task Characteristics
Team Composition

Process Variables: 
Norms
Decision making
Communication
Coordination
Cohesion

Output Variables:
Productivity/Performance
Member Satisfaction
Innovation

Question 22

Team Inputs

Answer 22

Organizational context
Provide necessary resources

Team task
Task to be performed
Team composition
Attributes of team members
Shared mental models

Team diversity
Demographic & psychological diversity

Question 23

Team Outputs

Answer 23

Team performance
Often reflected in objective measures

Team innovation

Team member well-being

Question 24

Groupthink Processes in Action?

Answer 24

Groupthink the phenomenon that close-knit groups sometimes take important decisions under pressure.

The C.I.A. exceeded its capabilities in developing the project
Failure to realistically assess risks
Insufficient involvement of leaders
Failure to competently collect and analyze intelligence about Cuban forces.
Poor internal management of communications and staff.
Insufficient Spanish-speakers, training facilities and material resources.
Lack of stable policies and/or contingency plans.
Module 13.3:Special Issues in Teams

Question 25

Module 13.3:Special Issues in Teams

Answer 25

Team appraisal & feedback
Should provide team with information needed to identify team problems & further develop team capabilities
Extent to which team behaviors & outputs can be measured must be considered
ProMES

Question 26

Team Development

Answer 26

Changes occur in teams as they develop over time
5 stages of development
1. Orientation (forming)
2. Conflict (storming)
3. Structure (norming)
4. Work (performing)
5. Dissolution (adjourning)

Question 27

Team Training

Answer 27

Involves coordinating performance of individuals who work together to achieve a common goal

4 Strategies
Cross-training
Team coordination training
Team leader training
Guided Team Self-Correction Training

Question 28

Team Diversity

Answer 28

1. Demographic diversity
   Differences in observable attributes or demographic characteristics such as age, gender, and ethnicity
2. Psychological diversity
   Differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values; may also include functional, occupational, and educational backgrounds

Question 29

Cultural Issues in Teams

Applying Hofstede’s cultural dimensions

Answer 29

Applying Hofstede’s cultural dimensions
Implications for teams

Team horizon
Cultural dimension that affects whether managers & employees focus on short or long-term goals
Teams tend to be well-received in collectivistic cultures

Question 30

Job Enrichment theory (Hackmann & Oldham)

Answer 30

A
motivational approach that
involves increasing the
responsibility and interest
level of jobs in order to
increase the motivation and
job satisfaction of
employees performing those
jobs.

Question 31

skill variety

Answer 31

The number of skills required to perform a task or job successfully

Question 32

task identity

Answer 32

The extent to which a task or job is self-contained, with a clear beginning,
middle, and end; the extent to which a task can be meaningfully understood
in relation to other tasks

Question 33

Task significance.

Answer 33

The perceived importance of the job for the organization or society as a whole.