Ob Chp 9

Front 1

TEAMS

Back 1

Two or more people who work interdependently over some time period to accomplish common goals related to some task- oriented purpose.

Front 2

Why have teams become widespread?

Back 2

The most obvious reason is that the nature of the work today requires them. As work has become more complex, interaction among individuals has become more vital because it facilitates the pooling and synthesis of complementary knowledge and skill.

Front 3

VIRTUAL TEAMS

Back 3

Teams in which members are geographically dispersed and interdependent activity occurs electronically.

Front 4

FOUR STAGE THEORY

Back 4

A theory that suggests teams develop in a sequence of stages: forming, storming, norming, and performing.

Front 5

PUNCTUATED EQUILIBRIUM

Back 5

A theory of team development in which teams quickly establish a routine, and then at the midpoint of a project, the team reassesses its approach.

Front 6

TASK INTERDEPENDENCE .

Back 6

The degree to which team members rely on other team members as the team carries out its work

Front 7

GOAL INTERDEPENDENCE

Back 7

The degree to which members share the team goal and have per-sonal goals that are aligned.

Front 8

OUTCOME INTERDEPENDENCE

Back 8

The degree to which team members share in the team rewards and outcomes.

Front 9

TEAM COMPOSITION

Back 9

The mix of people who make up a team in terms of their characteristics.

Front 10

ROLE

Back 10

A set of behaviors a person is expected to dis-play in a given context.

Front 11

SURFACE- LEVEL DIVERSITY

Back 11

Diversity regarding observable characteristics.

Front 12

DEEP- LEVEL DIVERSITY

Back 12

Diversity regarding characteristics that are less directly observable.

Front 13

TEAM PROCESS

Back 13

Activities and interactions that occur within teams that contribute to their ultimate end goals.

Front 14

COORDINATION LOSS

Back 14

Extra effort expended in order to accomplish and integrate work in a team context.

Front 15

MOTIVATIONAL LOSS

Back 15

The reduction in motivation an individual experiences in a team setting.

Front 16

TASKWORK PROCESSES

Back 16

Activities of team members that relate directly to the accomplishment of team tasks.

Front 17

TEAM PROCESS

Back 17

Activities and interactions that occur within teams that contribute to their ultimate end goals.

Front 18

COORDINATION LOSS

Back 18

Extra effort expended in order to accomplish and integrate work in a team context.

Front 19

MOTIVATIONAL LOSS

Back 19

The reduction in motivation an individual experiences in a team setting.

Front 20

TASKWORK PROCESSES

Back 20

Activities of team members that relate directly to the accomplishment of team tasks.

Front 21

OUTCOME INTERDEPENDENCE

Back 21

The degree to which team members share in the team rewards and outcomes.

Front 22

TEAM COMPOSITION

Back 22

The mix of people who make up a team in terms of their characteristics.

Front 23

ROLE

Back 23

A set of behaviors a person is expected to dis-play in a given context.

Front 24

SURFACE- LEVEL DIVERSITY

Back 24

Diversity regarding observable characteristics.

Front 25

DEEP- LEVEL DIVERSITY

Back 25

Diversity regarding characteristics that are less directly observable.

Front 26

BRAINSTORMING

Back 26

A face- to- face group meeting in which team members offer as many ideas as possible.

Front 27

NOMINAL GROUP TECHNIQUE

Back 27

An approach to generating ideas and solutions that involves both individual work and work in team meetings.

Front 28

TEAMWORK PROCESSES

Back 28

Interpersonal activities that facilitate the accom-plishment of the team’s work but do not directly involve task accomplish-ment itself.

Front 29

TEAM STATES

Back 29

Feelings and thoughts that coalesce in the minds of team mem-bers as a consequence of their experience working together.

Front 30

COHESION

Back 30

Emotional attachment that tends to foster high levels of motiva-tion and commitment to the team.