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53 Cards in this Set
- Front
- Back
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A unit of two or more people who interact and coordinate their work to accomplish a specific goal.
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team
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A team created by the organization as part of the formal organization structure.
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formal team
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A formal team composed of a manager and his or her subordinates in the organization's formal chain of command.
- may include 3 or 4 levels of hierarchy within a functional department. |
vertical team
AKA: - Functional team - Command team |
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A formal team composed of employees from about the same hierarchical level but from different areas of expertise.
- Is drawn from several departments, is given a specific task, and may be disbanded after the task is completed. |
horizontal team
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A long-lasting, sometimes permanent team in the organization structure created to deal with tasks that recur regularly.
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committee
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A team created outside the formal organization to undertake a project of special importance or creativity.
- Focus on a specific purpose and expect to disband once the specific project is completed. |
special-purpose team
AKA: Project teams |
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Typically 5 to 12 hourly employees from the same department who meet to discuss ways of improving quality, efficiency, and the work environment.
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problem-solving team
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A team consisting of 5 to 20 multiskilled workers who rotate jobs to produce an entire product or service, often supervised by an elected member.
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self-directed team
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A team that uses advanced information and telecommunications technologies so that geographically distant members can collaborate on projects and reach common goals.
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virtual team
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A work team made up of members of different nationalities whose activities span multiple countries; may operate as a virtual team or meet face to face.
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global team
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A role in which the individual devotes personal time and energy to helping the team accomplish its task.
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task specialist role
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A role in which the individual provides support for team members' emotional needs and social unity.
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socioemotional role
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A role in which the individual both contributes to the team's task and supports members' emotional needs.
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dual role
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A role in which the individual contributes little to either the task or members' socioemotional needs.
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nonparticipator role
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The stage of team development characterized by orientation and acquaintance.
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forming
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The stage of team development in which individual personalities and roles, and resulting conflicts, emerge.
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storming
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The stage of team development in which conflicts developed during the storming stage are resolved and team harmony and unity emerge.
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norming
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The stage of team development in which members focus on problem solving and accomplishing the team's assigned task.
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performing
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The stage of team development in which members prepare for the team's disbandment.
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adjourning
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The extent to which team members are attracted to the team and motivated to remain in it.
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team cohesiveness
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A standard of conduct that is shared by team members and guides their behavior.
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norm
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Antagonistic interaction in which one party attempts to thwart the intentions or goals of another.
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conflict
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A goal that cannot be reached by a single party.
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superordinate goal
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The process of using a third party to settle a dispute.
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mediation
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The tendency for the presence of others to influence an individual's motivation and performance.
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social facilitation
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A person who benefits from team membership but does not make a proportionate contribution to the team's work.
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free rider
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The time and energy needed to coordinate the activities of a team to enable it to perform its task.
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coordination costs
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The competing style reflects assertiveness to get one's own way, and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting.
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Competing Style
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The avoiding style reflects neither assertiveness nor cooperativeness. It is appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be very costly
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Avoiding Style
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The accommodating style reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially.
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Accommodating Style
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The compromising style reflects a moderate amount of both assertiveness and cooperativeness. It is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solution under time pressure
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Compromising Style
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This approach, high on both assertiveness and cooperativeness. The collaborating style enables both parties to win, although it may require substantial bargaining and negotiation. The collaboration style is important when both sets of concerns are too important to be compromised, when insights from diffrent people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus.
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Collaborating Style
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members come from different countries or cultures and meet face to face,
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Intercultural teams
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members remain in separate location around the world and conduct their work electronically
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Virtual global teams
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Outcomes of Work Team Effectiveness:
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1) Productive output
2) Personal satisfaction |
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Types of Formal Teams:
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1) vertical teams ( aka: functional or command)
2) Horizontal teams 2a) Task force 2b) Committee 3) Special purpose team |
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Types of Teams:
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1) Formal Teams
2) Self Directed Teams 3) Teams in New Workplace |
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Team Characteristics:
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1) Size
2) Member Roles |
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Member Roles:
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1) Task Specialist
2) Socioemotional Role 3) Dual Role 4) Non Participator Role |
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Behaviors of Task specialist:
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Seek info
Initiate ideas Summarize Energize Give opinions |
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Behaviors of Socioemotional Role:
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1) Follow
2) Encourage 3) Compromise 4) Harmonize 5) Reduce Tension |
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Teams in New Workplace:
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1) Virtual Teams
2) Global Teams 2a) inter-cultural teams 2b) Virtual Global Teams |
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Stages Of Team Development:
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1) Forming
2) Storming 3) Norming 4) Performing 5) Adjourning |
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Team Processes:
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1) Stages of Team Development
2) Team cohesiveness 3) Team norms |
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Determinants of Team Cohesiveness:
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1) Team interaction
2) Shared goals 3) Personal attraction to team |
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Consequences of Team Cohesiveness:
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1) Moral
2) Productivity |
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How are Team Norms formed?
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1) Critical events
2) Primacy 3) Carryover Behavior 4) Explicit Statements |
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Causes of Team Conflicts:
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1) Scarce resources
2) Jurisdictional ambiguities 3) Communication breakdown 4) Personality conflict 5) Power and status differences 6) Goal differences |
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Styles to handle conflicts (Individuals):
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1) Competing style
2) Avoiding style 3) Compromising style 4) Accommodating style 5) Collaborating style |
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Strategies for Team / Group Conflicts:
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1) Superordinate Goals
2) Bargaining / Negotiation 3) Mediation 4) Facilitation Communications |
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Guidelines for facilitating Communications:
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1) Focus on Facts
2) Develop multiple alternatives 3) Maintain a balance of power 4) Never force a consensus |
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Factors that Create Max Benefit:
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1) Level of effort
2) Satisfaction of Members 3) Expanded job knowledge and skill 4) Organizational responsiveness |
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Potential Coasts of Teams:
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1) Power realignment
2) Free riding 3) Coordination Costs 4) Revising system |
