Mgmt Ch 11

Front 1

Team

Back 1

consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose; special type of group

Front 2

Team types; five total

Back 2

work team, management teams, parallel teams, project teams, action teams

Front 3

work teams
1

Back 3

are designed to be relatively permanent. The purpose is to produce goods or provide services, and they generally require a full-time commitment from their members

Front 4

Management teams
2

Back 4

are designed to be relatively permanent; responsible for coordinating the activities of organizational subunits-typically departments or functional areas-to help the organization achieve its long term goals

Front 5

why people join groups & teams?

Back 5

4 reasons
-interpersonal attraction
-group activities
-need satisfaction
-instrumental benefits

Front 6

Interpersonal attraction
(1)

Back 6

people are attracted to one another

Front 7

Group activities
(2)

Back 7

activities of the group appeal to them

Front 8

Need satisfaction
(3)

Back 8

fulfills an individuals need for affiliation

Front 9

instrumental benefits
(4)

Back 9

membership provides other benefits
ex. join something to put in on your resume

Front 10

Parallel Teams
3

Back 10

are composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the orgs production process. only part time commitment

Front 11

project team
4

Back 11

are formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise.

Front 12

action teams
5

Back 12

performs tasks that are normally limited in duration. However, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature. sports team

Front 13

virtual teams

Back 13

are teams in which the members are geographically dispersed, and interdependent activity occurs through electronic comm (email)

Front 14

stages of team development

Back 14

forming, storming, norming, performing, adjourning

Front 15

forming

Back 15

members try to understand the boundaries in the team and get a feel for what is expected of them

Front 16

storming

Back 16

members remain committed to ideas they bring with them to the team; triggers conflict that negatively affects some relationships and harms the teams progress

Front 17

norming

Back 17

members realize that they need to work together to accomplish team goals, and consequently they begin to cooperate with one another

Front 18

performing

Back 18

members are comfortable working within their roles, and the team makes progress toward goals

Front 19

adjourning

Back 19

members experience anxiety and other emotions as they disengage and ultimately separate from the team

Front 20

punctuated equilibrium

Back 20

at the initial team meeting, members make assumptions and establish a pattern of behavior that lasts for the first half of its life

Front 21

Team Interdependence

Back 21

the way in which the members of a team are linked to one another.
3 types plus sub-types

Front 22

Task interdependence
(1)

Back 22

the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team

Front 23

Pooled interdependence
(1-a)

Back 23

lowest degree of required coordination; members complete their work assignments interdependently and then this work is simply "piled up" to represent the group's output

Front 24

Sequential interdependence
(1-b)

Back 24

different tasks are done in a prescribed order, members interact to carry out their work, the interaction only occurs b/t members who perform tasks that are next to each other in the sequence

Front 25

Reciprocal interdependent
(1-c)

Back 25

requires members to be specialized to perform specific tasks. members interact with a subset of other members to compete the team's work.

Front 26

Comprehensive interdependence
(1-d)

Back 26

requires the highest level of interaction and coordination. each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work

Front 27

Goal Interdependence
(2)

Back 27

a high degree exists when team members have a shared vision of the team;s goals and align their individual goals with that vision as a result; develop a formalized mission statement that members buy into

Front 28

Outcome interdependence
(3)

Back 28

exists when team members share in the rewards that the team earns. ex pay, bonuses, formal feedback, recognition

Front 29

Team Composition

Back 29

the mix of people who make up the team. 5 aspects of team composition: roles, ability, personality, diversity and team size.. plus sub units of each

Front 30

Roles (member role)
1

Back 30

the behaviors a person is expected to display in a given context

Front 31

Leader-staff teams
(1-A)

Back 31

the leader makes decisions for the team and provides direction and control over members who perform assigned tasks

Front 32

Team task roles
(1-B)

Back 32

behaviors that directly facilitate the accomplishment of team tasks. ex devils advocate

Front 33

Team building roles
(1-C)

Back 33

behaviors that influence the quality of the team's social climate. ex harmonizer, encourager

Front 34

Individualistic roles
(1-D)

Back 34

reflects behaviors that benefit the individual at the expense of the team. ex. recognition seeker, dominator

Front 35

Member Ability
2

Back 35

team members provide a wide array of abilities, both physical and cognitive.

Front 36

Disjunctive tasks
(2-A)

Back 36

tasks with an objectively verifiable best solution, and the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team

Front 37

Conjunctive tasks
(2-B)

Back 37

tasks for which the team's performance depends on the abilities of the "weakest link"

Front 38

Additive tasks
(2-C)

Back 38

tasks for which the contributions resulting from the abilities of every member "add up" to determine team performance.

Front 39

Member personality
3

Back 39

team members possess a wide variety of personality traits, these traits affect the roles that team members take on, as well has how teams perform as units

Front 40

agreeable
(3-A)

Back 40

people tend to be more cooperative and trusting, tendencies that promote positive attitude about the team and smooth interpersonal interactions

Front 41

Conscientious
(3-B)

Back 41

people tend to be dependable and work hard to achieve goals

Front 42

Extraverted
(3-C)

Back 42

people tend to perform more effectively in interpersonal contexts and are more positive and optimistic in general

Front 43

Team Diversity
4

Back 43

degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people

Front 44

Value in diversity problem solving approach
(4-A)

Back 44

says diversity 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

Front 45

similarity-attraction approach
(4-B)

Back 45

says people tend to be more attracted to others who are perceived as more similar; theory to explain why diversity may have a negative effects on teams

Front 46

surface level diversity
(4-C)

Back 46

diversity regarding observable attributes such as race, ethnicity, sex and age. tends to negatively effect teams early on but tend to disappear as members become more knowledgeable about each other

Front 47

deep-level diversity
(4-D)

Back 47

diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experiences; values, attitudes, personality. time tends to increase the negative effect on teams

Front 48

Team Size
5

Back 48

having a greater number of members is beneficial for mgmt and project teams but not for teams engaged in production tasks; best # is b/w 4-5

Front 49

team viability

Back 49

refers to the likelihood that the team can work together effectively into the future

Front 50

task interdependence has a..

Back 50

moderately positive relationship with team performance

Front 51

task interdependence has a...

Back 51

weak relationship with team commitment

Front 52

hybrid outcome interdependence

Back 52

members receive rewards that are dependent on both their team's performance and how well they perform as individuals