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MGT 3023 > Teams(final) > Flashcards

Teams(final) Flashcards

1
Q

What are the key characteristics of teams?

A
  • small number of people
  • complement each other
  • have a common goal
  • are mutually accountable for behavior and outcomes.
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2
Q

Describe groups.

A
  • No common purpose such as a group of employees reporting to the same supervisor.
  • Designated performance goals
  • members are individually accountable for the outcome.
  • individual work products.
  • assessment based on individual output.
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3
Q

Describe teams.

A
  • common purpose.
  • accepted performance goals
  • members are mutually accountable for the outcome.
  • collective and shared work products.
  • assessment based on collective output.
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4
Q

Describe some benefits of teams.

A

-increased productivity, increased quality, increased customer service, quality of work life, lower stress, lower turnover, fewer injuries, increased innovation and flexibility.

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5
Q

What are the 5 stages of team development in order?

A

Forming, storming, norming, performing, adjourning.

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6
Q

Describe the forming stage.

A
  • members learn about the team’s purpose, goals, and life span.
  • learn about each other, identify each other’s strengths and potential contributions to the team.
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7
Q

Describe the storming stage.

A
  • members begin establishing goals, work processes, and individual roles.
  • conflicts are common.
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8
Q

Describe the two types of conflicts that occur in the storming stage.

A
  • task: conflict over goals and processes(constructive allows identification of best solutions to problems)
  • relationship: interpersonal conflict among team members(dysfunctional leads to distrust and cynicism)
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9
Q

Describe the norming stage.

A
  • team members’ roles and responsibilities and team goals are clarified.
  • team processes and member expectations of each other are established.
  • the team becomes more cohesive.
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10
Q

Describe the performing stage.

A
  • the team is cohesive, productive, and maks progress towards its goals.
  • cohesiveness and goal commitment are high.
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11
Q

Describe the adjourning stage.

A

-the team disbands.

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12
Q

Describe a quality circle.

A
  • groups of 6-13 employees who meet regularly to id work-related problems and generate solutions.
  • effective in short run but effectiveness decreases over time.(honeymoon effect)
  • less popular in US since 70s-80s.
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13
Q

Describe problem-solving teams.

A
  • Temporary teams established to solve specific problems and make recommendations for others to implement.
  • disbanded after a problem is solved.
  • cross-functional
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14
Q

Describe product development teams.

A
  • Teams that create new products.
  • often cross-functional.
  • may be temporary.
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15
Q

Describe production teams.

A

-consist of front line employees who produce output.

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16
Q

Describe autonomous work groups.

A
  • specific type of production team also called self-managing and self-directed teams.
  • have control over their functions, allocate work, dtermine work priorities, perform actual work tasks, and make recommendations regarding hiring new group members.
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17
Q

Describe management teams.

A
  • consist of managers from various areas.
  • coordinate other teams
  • relatively permanent
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18
Q

Describe virtual teams.

A

-widely dispersed team members working toward a common goal and connected through technology.

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19
Q

What are the advantages of virtual teams?

A
  • save resources both time and travel expenses.
  • access to experts.
  • expanded labor markets
  • allow assigning employees to multiple teams simultaneously.
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20
Q

Describe the challenges of virtual teams.

A

-time differences, cultural differences, language barriers, lack of face to face interactions.

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21
Q

What skills need to be developed in virtual teams?

A
  • Virtual collaboration behaviors such as exchange ideas without criticism, agree on responsibilities, and meet deadlines.
  • virtual socialization skills: -solicti team members feedbak, express appreciation, apologize for mistakes.
  • virtual communication skills: rephrase unclear sentences, acknowledge receipt of messages, respond within a certain time frame.
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22
Q

Describe inputs of the input-process-output model of team effectiveness.

A
  • organizational context
  • task characteristics.
  • team composition
23
Q

Describe the processes of the input-process-output model of team effectiveness.

A
  • norms
  • communication
  • coordination
  • cohesion
  • decision making
24
Q

Describe the outputs of the input-process-output model of team effectiveness.

A
  • Team performance
  • Innovation
  • Team members’ satisfaction and well-being.
25
Q

Describe team inputs in the organizational context.

A

-physical environment, managerial support, technology, training system, rewards system.

26
Q

Describe the task characterstics of team inputs.

A
  • Team members are most motivated by tasks that require a variety of skills, provide autonomy, are meaningful and important, and provide performance feedback.
  • Task goals should be clear, challenging and set for the entire team rather than individual members.
27
Q

Describe Team composition as it relates to team inputs.

A
  • attributes of team members such as skills, abilities, experiences, and personality traites.
  • ability: average cognitive team ability of team members has a strong, positive relationship with team performance.
28
Q

Describe personality as it relates to team inputs: team composition.

A
  • team members’ conscientiousness, agreeableness, extraversion, and emotional stability are positively related to team performance.
  • teams with 20-40% of highly extraverted members outperform teams with lower and higher propertions of extraverted members.
29
Q

Describe Norms as they relate to team processes.

A
  • Informal(sometimes unspoken) rules teams use to regulate their members’ behaviors.
  • norms regarding unethical behaviros, dress code, punctuality, OCB.
  • common: productivity norms. High productivity vs. “restriction of output” - normative pressure on team members to limit their productivity.
30
Q

How do norms in team processes develop?

A
  • through explicit statements by team leader or team members.
  • carryover behavior from past situations.
  • first behavior pattern that emerged in a team.
  • through modeling behaviors of other team members who are highly respected.
31
Q

Describe communication as it relates to team processes.

A
  • transmission of information among team members in a common language.
  • influences team performance especially in highly interdependent teams.
32
Q

Describe a wheel as it relates to communication as a team process.

A
  • info flows between the person in the center and person at the periphery.
  • in groups where communication occurs primarily between managers and group members.
33
Q

Describe a circle as it relates to communication as a team process.

A
  • info exchange with people on each side of a node but not with everyone else.
  • in task forces and committees.
34
Q

Describe a chain as it relates to communication as a team process.

A
  • each person communicates with a person immediately above and below, except for individuals on each end.
  • vertical hierarchy.
  • most effective when a group task involves the sequential execution.
35
Q

Describe an all channel network as it relates to communication as a team process.

A
  • all members communicate with each other
  • often found in informal groups
  • most effective when the group’s task involves decision-making and all possible options need to be considered.
36
Q

Describe the nominal group technique as it relates to communication.

A
  • each individual put together a list of ideas in 5-10 minutes.
  • each of them reports ideas to the group and ideas are recorded on a board or flip chart.
  • all group members discuss this list of ideas.
37
Q

Describe coordination as it relates to team processes.

A
  • synchronization of team member efforts

- in well-coordinated teams, team members obtain information from each other and easily move from task to task.

38
Q

What is coordination loss

A

-occurs when team members expend their energies in different directions or do not synchronize their work.

39
Q

What is social loafing as it relates to coordination?

A
  • special case of coordination loss
  • occurs when some team members do not contribute to team performance assuming that their teammates will bear the burden.
40
Q

When does social loafing occur?

A

-when team members do not feel accountable for the output, believe their behavior is not being monitored, believe their contribution or lack thereof is invisible and when working in larger groups.

41
Q

What are some ways to reduce social loafing?

A
  • increase the uniqueness of individual contributions to the group task.
  • lead individuals to believe that the attaining the collective good depends on their individual contributions.
  • instruct individuals directly that their contributions are necessary.
  • increase the difficulty of the team task.
42
Q

Describe cohesion as it relates to team processes.

A

-team cohesion is the degree to which team members want to remain part of the team and are committed to the team goal.

43
Q

How are cohesive teams characterized?

A

-stability, pride in their team, feeling of unity, presence of strong shared norms, pressure for conformity, effective communication

44
Q

How do you develop cohesion?

A
  • decrease team size betwen 7 and 15.
  • make team members highly interdependent.
  • celebrate team successes.
  • encourage friendly competition with other teams.
  • mange conflcts effectively
45
Q

What are effective conflict management strategies?

A

-perspective taking, focusin on interests rather than position, creating solutions, expressing emotions, reaching out, documenting, smoothing, asking the parites in a conflict to identify specific actions they want the other party to take.

46
Q

What are ineffective conflict management strategies?

A

-avoiding conflict, winning at all costs, displaying anger, demeaning the other party, retaliating, meeting separately with the people in conflict.

47
Q

Describe the team process of decision-making.

A

-involves defining a problem, gathering information, discussing and evaluating alternatives, collaboratively deciding on the best course of action.

48
Q

What are two types of poor decision making in teams?

A
  • group polarization: tendency for groups to make decisions that are more extreme than decisions made individually by team members. more risky or cautious.
  • group think: mode of thinking when group members’ desire for agreement overrides their motivation to appraise different alternatives.
49
Q

What are symptoms of group think?

A

-lack of open discussion and defective decision making strategies.

50
Q

HOw can you prevent group think?

A
  • purposefully solicit as many different views as possible.
  • encourage group members to express their dissent with solutions that were reached too quickly.
  • assign a group member to play devil’s advocate.
  • break the group into subgroups.
51
Q

Describe the team output of performance.

A
  • measure using supervisory ratings and objective indicators such as sales revenues, units produced, customers served, and patients treated.
  • influenced by the quality of team inputs and the quality of team processes.
52
Q

Describe the team output of innovation.

A
  • generation and implementation of novel and useful ideas.
  • increased when teams receive goals that are related to innovation.
  • team inputs are related to innovation and team processes are of high quality.
53
Q

Describe the team ouput of team members’ satisfaction and well-being.

A
  • participation, task variety, and task significance lead to job statisfaction.
  • working on a team leads to higher self-esteem.
  • team processes(communication, cohesion) lead to higher well-being and satisfaction.
54
Q

How do you increase team effectiveness?

A

-improve the quality of inputs and the quality of team processes.

MGT 3023 (11 decks)

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