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33 Cards in this Set
- Front
- Back
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team
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two or more people who work INTERDEPENDENTLY over some time period to accomplish common goals related to some task-oriented purpose
-special group... 1) interactions revolve around a deeper dependence on one another than groups 2) interactions with a specific task related purpose in mind--critical information, materials, actions -50% of all employees work in a team (not limited like 1960s) |
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why teams more widespread?
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1) nature of work requires them--work more complex, pool skills
ex: surgical team 2) boost productivity in problem solving teams in work and file employees in steel mill |
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Team Types
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see index card
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virtual teams
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teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communications (email, IM, messaging, and web conferencing)
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stages of team development
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see index card
*development of all team types? NO -action teams are formed with clear expectations and rules that guide team members behavior ex: flight crew |
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task interdependence
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the degree to which team members interact with and rely on other team members for the information, materials, resources needed to accomplish work for the team
4 types: 1) pooled 2) sequential 3) reciprocal 4) comprehensive |
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pooled interdependence
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lowest degree of required coordination
-complete independently and then piled up to represent groups output ex: fishing boat |
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sequential interdependence
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-different tasks in prescribed order
-members specialize in tasks -interaction only occurs between members who perform tasks that are next to each other -members in latter part rely on earlier part (NOT vice versa) |
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reciprocal interdependence
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-specialized to perform specific tasks
-members interact with a subset of other members to complete whole team's work ex: team of people working to build custom home for client |
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comprehensive interdependence
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-highest level of interaction and coordination among members
-each member has a great deal of discretion in what do and who interact with ex: IDEO - product design firm |
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trade off between task interdependence types
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level of task interdependence increases members must spend more time communicating and coordinating with other members
= decreases in productivity (work completed/time worked) increases in task interdependence increases the ability of the team to adapt to new situations =more likely to devise solutions |
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goal interdependence
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high degree exists when members have a shared vision of the team's goal and align their individual goals with that vision as a result
-mission statements learning = work hard/spend time discussing issues just get by = minimum amount of work work-life balance = most efficient way grades = shortcuts that inhibit learning |
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outcome interdependence
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high degree when team members share in the rewards
ex: team survival, bonuses, etc. high = depend on high performance of others for rewards (increase amount of info shared among members which increases learning) low = members receive rewards and punishments in the basis of their own performance |
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member roles
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a pattern of behavior that a person is expected to display in a given context
1) leader-staff 2) team task roles 3) team building roles 4) individualistic roles |
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leader-staff teams
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leader makes decisions for the team and provides direction and control over members who perform assigned tasks
-responsibilities of leader and rest of team are distinct |
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team-task roles
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behaviors that directly facilitate the accomplishment of team tasks
see index card |
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team building roles
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behaviors that influence the quality of the team's social climate
see index card |
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individualistic roles
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behaviors that benefit the individual at the expense of the team
see index card |
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member ability
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physical ability
cognitive ability- smarter teams perform better -know how best to combine individual efforts *research has shown that cognitive ability is more important to teams when team members have to learn from one another to adapt to unexpected changes compared to when teams perform assigned tasks in a routine fashion |
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conjunctive tasks
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teams performance depends on abilities of the "weakest link"
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additive tasks
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contributions resulting from the abilities of every member "add up" to determine team performance
ex: Girl Scout cookies- amount sold indiv. determines group amount |
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member personality
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1) agreeableness = more cooperative and trusting, promote (+) attitudes, work hard for team
caveat - too many = less apt to speak and offer constructive criticism, enhance harmony at expense of task accomplishment 2) conscientiousness = work hard/dependable STRONG (-) if even one member with low conscientiousness = divert way from task and cause time consuming interpersonal conflicts 3) extraversion = more effectively perform within team, more positive and optimistic, benefit to social climate caveat- too many = assertive and dominant - power struggles and unproductive conflict |
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team diversity
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degree to which members are different from one another in terms of any attribute that might be used tby someone as a basis of categorizing people
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value in diversity problem-solving approach
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predominate theory
diversity in teams is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work -greater diversity in knowledge perspectives stimulates exchange of info. = learning among members -more likely to occur if members are able and willing to put in effort to understand and integrate different perspectives -who benefits most? teams with high complexity and creativity |
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similarity-attraction approach
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diversity may have detrimental affects on teams
-people tend to be more attractive to others that are similar -people tend to avoid interacting with dissimilar people to reduce likelihood of conflict research = communication problems and poor team effectiveness |
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surface level diversity
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diversity regarding observable attributes such as race, ethnicity, sex and age
-issues in beginning from similarity-attraction, but stereotypes disappear as members become more knowledgeable of underlying characteristics that are more relevant to social and task interacts **faultlines = informal subgroups develop based- information not shared between subgroups to help- training, leadership, rewards |
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deep-level diversity
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diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience
-differences in attitudes, values, and personality -time increases negative effects of this on team functioning and effectiveness **does NOT apply to extraversion and agreeableness= benefits of having a mix of members |
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team size
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meta-analysis results:
greater number of members is beneficial for management and project teams (complex and knowledge intensive) but NOT for teams engaged in production tasks (routine, less complex tasks) -too many = unnecessary coordination, less productive because more socializing and accountability research with undergraduate students = like 4-5 member teams |
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team effectiveness
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1) team performance
metrics- quantity and quality of work, customer satisfaction, accuracy decisions, victories, completed reports, successful investigations 2) team viability: likelihood that team can work together effectively into the future (team commitment) -low viability- may be able to work on short term projects but not long run will have issues, more apt to looking for team's demise |
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outcome interdependence relevant for two reasons:
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1) has obvious connections to compensation practices in organizations- care how we get paid
high outcome - amount paid depends on team low outcome - lower percentage depends on team 2) presents managers with a tough dilemma high outcome - higher levels of cooperation because members understand they share the same fate BUT can result in reduced motivation (taking advantage of inequity) |
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hybrid outcome interdependence
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members receive awards that are dependent on both their team's performance and how well they performa as individuals
team base pay in... -good and services sector = 10-12% of base pay -production workers in steal = 170% of base pay not always effective - Xerox - less effective with hybrid outcome interdependence than with very high or low outcome interdependence = can lead to uncertainty to which behaviors are being rewarded to be effective - must have employees understand (ex: Nucor) |
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one way to resolve dilemma of outcome interdependence
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implement a level of team based pay that matches level of task interdependence
ex: group project where teachers gives individual grades or final exam where teachers averages grades |
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disjunctive tasks
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an objectively verifiable best solution the member who possess the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team
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