Week 3: Teams and Diversity

Question 1

team trust

Answer 1

aggregated trust in a team shared among team members

Question 2

De Jong et al. (2016): Does trust impact team performance?

Answer 2

YES r = .3
covariates: team trust in leader, past team performance, trust dimension
moderators: task interdependence, authority differentiation, skill differentiation

Question 3

Lanfred, 2004: relationship between trust and monitoring in self-managing teams

Answer 3

in self-managing teams (Self-managed work teams SMWTs), trust leads to less monitoring each other and therefore worse performance

Question 4

Dirks & Ferrin, 2002: trust in leaders

Answer 4

trust in leader: highly correlated with…
- job satisfaction
- organisational commitment
- (-) turnover intentions
trust in leader: moderately correlated with…
- commitment to leader’s decisions
- altruism
- subordinate’s performance

Question 5

what is a team

Answer 5

> 2 people, social interaction and common goal(s)
- perform organisation-relevant tasks
- members are interdependent, have different roles and are linked to the organisation

Question 6

McAllister, 1995: trust in subordinates

Answer 6

trust in subordinate – + –> citizenship behaviour towards subordinate – + –> subordinate’s performance and manager’s performance
(citizenship behaviour = helping, providing things, involving them)

Question 7

work groups vs. work teams

Answer 7

work groups
- members interact to share information
- not responsible for collective work product
work teams
- members are interdependent and create something together
- create synergy

Question 8

synergy

Answer 8

a creation beyond the sum of individual member contributions

Question 9

team norms

Answer 9

informal and interpersonal rules
- influence of norm on behaviour depends on importance of team and team cohesion
(strong/cohesive teams: greater influence)

Question 10

cohesion

Answer 10

resultant of all the forces acting on the members to remain part of the group
- cohesive groups often perform better

Question 11

team charter

Answer 11

team purpose is clarified, expectations are set
- fewer misunderstandings
Aaron et al. (2014):
- higher satisfaction, communication, effort, cohesion and support in (1) team charter with instruction, then (2) team charter and lastly (3) no team charter

Question 12

Team Mental Models (TMMs)

Answer 12

shared understanding and shared mental representation of knowledge within the team’s relevant environment

Question 13

punctuated equilibrium

Answer 13

50% -> social goals (getting to know each other, group dynamics)
50% -> work goals
in every case, no matter how much time a team has

Question 14

team development stages

Answer 14

1) forming (getting to know each other)
- working group
2) storming (conflict, leadership dynamics)
- pseudo team/potential team
3) norming (cohesion, common goal)
- potential team
4) performing (goal-directed performance)
- real team/high performing team
5) adjourning (disbanding)

Question 15

team metrics

Answer 15

used to assess how a team performs; 3 types
1: task metrics (the task the group performs)
2: process metrics (how the team operates)
3: individual development metrics

Question 16

groupthink

Answer 16

conformity-seeking tendency that results in comprimised decision-making
symptoms:
- group rationalization
- direct pressure
- suppression (keeping silent)
- illusion of unanimity

Question 17

minimizing groupthink

Answer 17

• limit group size ( < 10)
• appoints devil’s advocate
• seek input from everyone

Question 18

5 types of decision-making (normative decision-making model)

Answer 18

1: decide (alone)
2: consult (group): ask members in the group
3: consult (individual): ask members individualy
4: facilitate: present to group, group makes decision
5: delegate: group makes decision

Question 19

brain storming

Answer 19

separates idea generation from evaluation
much group interaction, creativity
but also: potential for productivity losses

Question 20

what makes brainstorming ineffective:

Answer 20

1) social loafing
2) evaluation apprehension (feeling judged)
3) production blocking (no 2 people can speak at the same time)

Question 21

Putman & Paulusma, 2009: when is brainstorming effective?

Answer 21

phase 1: half of participants brainstormed individually, half in groups of three
phase 2: all participants worked in groups of three
number and creativity of ideas higher in individual group

Question 22

Osborn’s rules for brainstorming

Answer 22

1: no evaluation/criticism of ideas
2: freedom to suggest outrageous ideas
3: generate as many ideas as possible
4: build on, integrate, develop earlier ideas

Question 23

downsides team virtuality

Answer 23

fewer social cues, less social control
higher risk social loafing
delayed responses, overlooked info
more conflict and misunderstandings
role ambiguity

Question 24

pros team virtuality

Answer 24

interactions often documented
easier to organize, everyone can attend

Question 25

diversity

Answer 25

includes individual attributes like gender, race, age, disabilities

Question 26

surface level diversity

Answer 26

visible to observer

Question 27

deep level diversity

Answer 27

attitudes, beliefs, values

Question 28

culture

Answer 28

shared by almost all members of a social group - shapes behavior, structures perception of world

Question 29

Hofstede's cultural values

Answer 29

1: power distance 2: individual vs. collective 3: masculine vs. feminine 4: uncertainty avoidance 5: long vs. short term orientation 6: indulgence vs. restraint

Question 30

confucian dynamism

Answer 30

short term of long term orientation

Question 31

indulgence

Answer 31

how much individuals lack control of their desires and impulses

Question 32

power distance

Answer 32

level of acceptance of an unequal power distribution in society high: embrace hierarchy

Question 33

predictors of organisation-relevant outcome variables

Answer 33

personality and demographics: not so good culture: better general mental ability: the best

Question 34

third culture

Answer 34

construction of a mutually beneficial interactive environment in which individuals from different cultures can function in a way beneficial to all involved - shared framework - shared value systems

Question 35

culture shock

Answer 35

distress experienced by traveler from the loss of familiar patterns of social interaction - occurs during cross-cultural adjustment, repatriation, short international assignments

Question 36

Berry, 1980: cross-cultural adjustment (acculturation)

Answer 36

new culture acquisition (1) x heritage culture maintenance (2) (1) high x (2) high: integration (1) high x (2) low: assimilation (1) low x (2) high: separation (1) low x (2) low: marginalisation

Question 37

cultural retooling

Answer 37

adaptation to another culture

Question 38

phases of cultural retooling

Answer 38

1) deep conflict (feeling illegitimate and awkward; culture shock) 2) ambivalence (adjusting and not feeling as negative) 3) authenticity (naturally engaging in the new behaviour consistent with the new culture)

Question 39

4 emotional states during acculturation

Answer 39

1: honeymoon 2: anxiety 3: adjustment 4: acceptance

Question 40

team viability

Answer 40

collective sense of belonging, like cohesion

Question 41

normative decision-making model

Answer 41

assumes that team decicisions fall along a continuum ranges from leaders making decision alone to delegating

Question 42

consensus decision making

Answer 42

1. introduction 2. clarifying questions 3. dicussion 4. establishing basic direction 5. synthesizing or modifying proposal 6. calling for consensus 7. recording

Question 43

nominal group technique

Answer 43

group meets face-to-face, everyone writes ideas on cards and is then read out loud

Question 44

high-context cultures

Answer 44

people rely strongly on situational cues for meaning in interactions

Question 45

low-context culture

Answer 45

written and spoken words carry the burden of shared meaning

Question 46

CLT: Culturally endorsed implicit Leaderhip Theory

Answer 46

1. charismatic/value-based 2. team-oriented 3. participative 4. humane-oriented 5. autonomous 6. self-protective

Question 47

4 dimensions of Cultural Intelligence (CQ)

Answer 47

1. metacognitive CQ 2. cognitive CQ 3. motivational CQ 4. behavioral CQ

Question 48

integrative complexity

Answer 48

degree to which someone accepts the reasonableness of differrent cultural perspectives on how to live