Bmgt364 Exam 3 Ch16

Front 1

team

Back 1

collection of ple who regularly interact to pursue common goals

Front 2

teamwork

Back 2

process of pple actively working together to accomplish common goals

Front 3

synergy

Back 3

creation of a whole greater than the sum of its indiv parts
A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise.

Front 4

social loafing

Back 4

tendency of some pple to avoid responsiblity by free-riding in groups

Front 5

formal group

Back 5

officially recog and supported by the org

Front 6

informal group

Back 6

unofficial and emerges from relationships and shared interests among members

Front 7

common problems in teams

Back 7

Personality conflicts.
Individual differences in work styles.
Ambiguous agendas.
Ill-defined problems.
Poor readiness to work.
Lack of motivation.
Conflicts with other deadlines or priorities.
Lack of team organization or progress.
Meetings that lack purpose or structure.
Members coming to meetings unprepared.

Front 8

usefulness of teams

Back 8

More resources for problem solving.
Improved creativity and innovation.
Improved quality of decision making.
Greater commitments to tasks.
Higher motivation through collective action.
Better control and work discipline.
More indiv need satisfaction.

Front 9

char of high performing team

Back 9

A clear and elevating goal.
A task-driven, results-oriented structure.
Competent and committed members who work hard.
A collaborative climate.
High standards of excellence.
External support and recognition.
Strong and principled leadership.

Front 10

committee

Back 10

desig to work on a special task on a cont basis

Front 11

project team/task force

Back 11

convened for a spec purpose and disbands when its task is completed

Front 12

cross-functional team

Back 12

operates w/members who come from diff functional units of an org

Front 13

virtual team

Back 13

work together and solve probs through computer interactions

Front 14

self-managing work team

Back 14

have auth to make decisions about how they share and complete their work

Front 15

effective team

Back 15

achieves high lvls of task perf, member satisfatction, and future viability

Front 16

Open systems model of team effectiveness

Back 16

Inputs: Org writing, nature of task, team size, member activities
Throughputs: group process
Outputs: team effectiveness

Front 17

group process

Back 17

way team members work together to accomplish task

Front 18

team effectiveness equation

Back 18

effectiveness=quality of inputs+(process gains-proecss losses)

Front 19

stages of team development

Back 19

forming
storming
norming
performing
adjourning

Front 20

forming

Back 20

initial orientation and interpersonal testing.

Front 21

Storming

Back 21

conflict over tasks and ways of working as a team.

Front 22

Norming

Back 22

consolidation around task and operating agendas.

Front 23

Performing

Back 23

teamwork and focused task performance.

Front 24

Adjourning

Back 24

task accomplishment and eventual disengagement.

Front 25

assets of team decision making

Back 25

Greater amts of info, knowledge, and expertise.
Expands number of action alt considered.
Increases understanding and acceptance.
Increases commitment to follow through.

Front 26

Pot disadvantages of team decision making

Back 26

Social pressure to conform.
Individual or minority group domination.
Time requirements.

Front 27

groupthink

Back 27

Tendency of groups to engage in poor, ineffective decision-making because of group dynamics that contribute to uncritical thinking

Front 28

Conditions that foster groupthink

Back 28

Insulation of policy-making group
Lack of a tradition of impartial leadership
Lack of procedural norms for decision-making

Front 29

symptoms of groupthink

Back 29

Illusions of group invulnerability.
Rationalizing unpleasant and disconfirming data.
Belief in inherent group morality.
Negative stereotypes of competitors.
Pressure to conform.
Self-censorship of members.
Illusions of unanimity.
Mind guarding.

Front 30

Abilene paradox

Back 30

Orgs freq take actions in contradiction to what they really want to do and therefore defeat the very purposes they are trying to achieve.
Major corollary: inability to manage agreement is a major source of org dysfunction.

Front 31

symptoms of the paradox

Back 31

organizations members agree privately as individuals, as to the nature of the situation or problem facing the organization.
People agree privately as to the steps required to cope with the situation.
People fail to accurately communicate their desires/beliefs; do just the opposite, thereby lead one another into misperceiving the collective reality.

Front 32

reasons for paradox

Back 32

Action anxiety.
Negative fantasies.
Failure to assess real risk.
Fear of separation.

Front 33

norms

Back 33

Behavior expected of team members.
Rules or standards that guide behavior.
May result in team sanctions.

Front 34

performance norms

Back 34

Define the level of work effort and performance that team members are expected to contribute to the team task.

Front 35

guide for building + norms

Back 35

Act as a pos role model.
Reinforce the desired behaviors w/rewards.
Control results by perf reviews and regular feedback.
Orient and train new members to adopt desired behaviors.
Recruit and select new members who exhibit desired behaviors.
Hold regular meetings to discuss progress and ways of improving.
Use team decision-making methods to reach agreement.

Front 36

cohesiveness

Back 36

The degree to which members are attracted to and motivated to remain part of a team.
Can be beneficial if paired with positive performance norms.

Front 37

effect of team cohesiveness and norms

Back 37

Pos norms + high cohesiv = high perf and strong commitments to pos norms.
Pos norms + low cohesiv = mod perf and weak commitments to pos norms.
Negative norms + low cohesiveness  low to moderate performance and weak commitments to negative norms.
Negative norms + high cohesiveness  low performance and strong commitments to negative norms.

Front 38

guide for increasing cohesion

Back 38

Induce agreement on team goals.
Increase membership homogeneity.
Increase interaction among members.
Decrease team size.
Introduce competition with other teams.
Reward team rather than individual results.
Provide physical isolation from other teams