Mgmt Ch 12

Front 1

team process

Back 1

is a term that reflects the different types of activities and interactions that occur within teams and contribute to their ultimate end goals

Front 2

process gain

Back 2

is getting more from the team than you would expect according to the capabilities of its individual members. "synergy". important bc it results in useful resources and capabilities that did not exist before the team created them

Front 3

process loss

Back 3

getting less from the team than you would expect based on the capabilities of its individual members.

Front 4

coordination loss

Back 4

consumes time and energy that could otherwise be devoted to task activity

Front 5

production blocking

Back 5

driver of coordination loss; occurs when members have to wait on one another before they can do their part of the team task

Front 6

motivational loss

Back 6

the loss in team productivity that occurs when team members do not work as hard as they could

Front 7

social loafing

Back 7

feelings of reduced accountability, in turn cause members to exert less effort when working on team tasks than they would if they worked alone on those same tasks; significantly hinders a teams effectiveness

Front 8

taskwork processes

Back 8

are the activities of team members that relate directly to the accomplishment of team tasks. 3 types of taskwork processes

Front 9

creative behavior
1

Back 9

teams activities are focused on generating novel and useful ideas and solutions

Front 10

brainstorming
(1-a)

Back 10

involves face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue

Front 11

nominal group technique
(1-b)

Back 11

similar to brainstorming, but it makes people write down ideas on their own, thereby decreasing social loafing and production blocking

Front 12

Decision making
2

Back 12

how people use information and intuition to make specific decisions

Front 13

decision informity
(2-a)

Back 13

reflects whether members possess adequate information about their own task responsibilities

Front 14

staff validity
(2-b)

Back 14

the degree to which members make good recommendations to the leader

Front 15

hierarchical sensitivity
(2-c)

Back 15

the degree to which the leader effectively weighs the recommendations of the members

Front 16

Boundary Spanning
3

Back 16

involves activities with individuals and groups other than those who are considered part of the team; 3 types of activities

Front 17

ambassador activities
(3-a)

Back 17

refers to communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team

Front 18

Task coordinator activities
(3-b)

Back 18

involve communications that are intended to coordinate task-related issues with people or groups in other functional areas

Front 19

scout activities
(3-c)

Back 19

refer to things team members do to obtain information about technology, competitors, or the broader marketplace.

Front 20

Teamwork processes

Back 20

refer to the interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself; behaviors that create the setting or context in which task work can be carried out. 3 types of behaviors involved

Front 21

Transition processes
1

Back 21

are teamwork activities that focus on preparation for future work.

Front 22

mission analysis
(1-A)

Back 22

involves an analysis of the team's task, the challenges that face the team and the resources available for completing the team's work

Front 23

Strategy formulation
(1-B)

Back 23

refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment

Front 24

Goal specification
(1-C)

Back 24

involves the development and prioritization of goals related to the team's mission and strategy

Front 25

Action Processes
2

Back 25

are important as the taskwork is being accomplished. 4 types

Front 26

monitoring progress towards goals
(2-A)

Back 26

teams that pay attention to goal-related information-- perhaps by charting the teams performance relative to team goals-- are typically in a good position to realize when they are "off track" and need to make changes

Front 27

systems monitoring
(2-B)

Back 27

involves keeping track of things that the team needs to accomplish its work.

Front 28

helping behavior
(2-C)

Back 28

involves members going out of their way to help or back up other team members

Front 29

coordination
(2-D)

Back 29

refers to synchronizing team members' activities in a way that makes them mesh effectively and seamlessly

Front 30

Interpersonal processes
3

Back 30

are important before, during, or in between periods of taskwork

Front 31

motivating and confidence building
(3-A)

Back 31

refers to things members do or say that affect the degree to which members are motivated to work hard on the task.

Front 32

affect management
(3-B)

Back 32

involves activities that foster a sense of emotional balance and unity

Front 33

conflict management
(3-C)

Back 33

involves the activities that the team uses to manage conflicts that arise in the course of its work

Front 34

relationship conflict
(3-D)

Back 34

refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences

Front 35

task conflict
(3-E)

Back 35

refers to disagreements among members about the team's task.

Front 36

Communication

Back 36

the process by which information and meaning gets transferred from a sender to a receiver

Front 37

effective communication

Back 37

a mutual understanding b/t sender and receiver; it plays an important role in determining whether there is process gain or loss

Front 38

factors that influence the communication process in teams

Back 38

communication issues, noise, information richness, network structure

Front 39

communication issues
(a)

Back 39

participants may lack communication competence; skills involved in encoding, transmitting, and receiving messages. the receiver may not be skilled in listening

Front 40

Noise
(b)

Back 40

interferes with the message being transmitted. ex loud crowd, music, talking

Front 41

Information richness
(c)

Back 41

the amount and depth of information that gets transmitted in a message; messages that are transmitted through face-to-face channels have the highest level of info richness

Front 42

Network structure
(d)

Back 42

the pattern of communication that occurs regularly among each member of the team. 4 types

Front 43

All channel
(d-1)

Back 43

highly decentralized, every member can communicate with every other member, higher member satisfaction. ex student teams

Front 44

Wheel
(d-2)

Back 44

highly centralized bc all the communication flows through a single member. there is usually an "official" leader who makes final decisions

Front 45

Y
(d-3)

Back 45

directly with some and indirectly with others, manager is messenger; lower member satisfaction

Front 46

Team States

Back 46

specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together; 4 types of team states

Front 47

Cohesion
(1)

Back 47

happens when members of teams develop strong emotional bonds to other members of their team and to the team itself; fosters high levels of motivation and commitment, high levels of team performance; not always a good thing

Front 48

groupthink
(1-a)

Back 48

happens in highly cohesive teams when members may try to maintain harmony by striving toward consensus on issues w/out ever offering, seeking, or considering alternative viewpoints

Front 49

Potency
(2)

Back 49

the degree to which members believe that the team can be effective across a variety of situations and tasks.

Front 50

high potency
(2-a)

Back 50

when a team has high potency, members are confident that their team can perform well, and as a consequence, they focus more of their energy on team tasks and teamwork in hopes of achieving team goals

Front 51

low potency
(2-b)

Back 51

members are not as confident about their team, and so they begin to question the team's goals and one another

Front 52

Mental Models
(3)

Back 52

refers to the level of common understanding among team members with regard to important aspects of the team and its task

Front 53

Transactive Memory
(4)

Back 53

refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team

Front 54

teamwork processes have a _____
on team performance

Back 54

moderate positive effect

Front 55

teamwork processes have a _____
on team commitment

Back 55

strong positive effect

Front 56

transportable teamwork competences

Back 56

knowledge, skills, and abilities taken together; trainees can transport what they learn about teamwork from one team context and apply it in another

Front 57

Cross-training

Back 57

involves training members in the duties and responsibilities of their teammates. 3 diff levels of depth

Front 58

personal clarification
(1)

Back 58

is the shallowest level, members simply receive information regarding the roles of the other team members. "tell you what I do."

Front 59

positional modeling
(2)

Back 59

involves team members observing how other members perform their roles. "you observe what I do"

Front 60

positional rotation
(3)

Back 60

the deepest level; gives members actual experience carrying out the responsibilities of their teammates. "actually do what i do"

Front 61

Team process training

Back 61

occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit

Front 62

action learning
(1)

Back 62

a type of training that happens when a team is given a real problem that is relevant to the organization and then held accountable for analyzing the problem, developing an action plan, and carrying out the action plan

Front 63

Team building

Back 63

normally done by a consultant; intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving, and role clarification