Mgmt 363 Chapter 12

Front 1

team process

Back 1

reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals

Front 2

process gain

Back 2

getting more from the team than you would expect according to the capabilities of its individual members
"more than the sum of its parts"
-results in useful resources and capabilities that did not exist before the team created them

Front 3

process loss

Back 3

getting less form the team than you would expect based on the capabilities of its individual members
"less than the sum of its parts"

Front 4

coordination loss

Back 4

members have to work to not only accomplish their own tasks but also coordinated their activities with the activities of their teammates
--consumes time and energy that could otherwise be devoted to task activity

Front 5

production blocking

Back 5

member have to wait on one another before they can do their part of the team task
ex: all time spent in meetings and waiting on others for their information

Front 6

motivation loss

Back 6

the loss in team productivity that occurs when team members don't work as hard as they could
-why? it's difficult to gauge exactly how much each team member contributes to the team
-----extended period of time-hard to remember what went in
-----members contribute in many different ways, so its less obvious for some
-----don't work at same time in unit

Front 7

social loafing

Back 7

feelings of reduced accountability from motivation loss causes member to exert less effort when working on team tasks than they would if that worked alone on those same tasks

Front 8

taskwork processes

Back 8

the activities of team members that relate directly to the accomplishment of team tasks
-any time when member use tools and technologies to complete their work

Front 9

creative behavior

Back 9

novel and useful ideas and solutions
-more than just throwing a bunch of creative people into a group, specific set of behaviors

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

Front 10

reasons brainstorming doesn't work as well as individual idea generation

but why continue to use it?

Back 10

1) social loafing<<nominal group technique decreases
2) hesitant to put silly ideas
3) production blocking<<nominal group technique decreases

1) well known, common sense
2) builds morale and sharing of knowledge that might be useful for issues that arrive later
-companies can have warm up sessions to clear minds

Front 11

nominal group technique

Back 11

starts off by bringing the team together and outlining the purpose of the meeting

-ranking items as individuals makes people less apprehensive about going against the grain of the group voicing support for an unpopular idea

Front 12

decision making

Back 12

consider information and give ideas to leader like in the Apprentice
1) decision informity = whether members possess adequate information about their own task responsibilities
2) staff validity = degree to which members make good recommendations to the leader (even if have right amount of information)
3) hierarchical sensitivity = the degree to which the leader effectively weighs the recommendations of the members

* to help:
-hearing feedback other than from final decision
-teams share information face to face, leader does better job considering recommendations and making final decisions when they're away from members

Front 13

boundary spanning

Back 13

three activities with indiv. or groups not inside the team

1) ambassador activities = communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
*communicate with people higher up in the organization

2) task coordinator activities = involve communications that are intended to coordinate task related issues with ppl or groups in other functional areas

3) scout activities = things team members do to obtain information about technology, competitors, or the broader marketplace
*marketing team member who meets with an engineer to seek information about new materials is engaging in scout activities

Front 14

teamwork processes

Back 14

interpersonal activities that facilitate the accomplishment of a team's work but do not directly involve task accomplishment itself
*behaviors and settings that allows tasks to be carried out

Front 15

transition processes

Back 15

preparation for future work

1) mission analysis = team's task, challenges, resources available for completing the team's work

2) strategy formation = the development of courses of action and contingency plans, and then adapting in light of changes in environment

3) goal specification = the development and prioritization of goals related to the team's mission and strategy

** BEFORE AND BETWEEN

Front 16

action processes

Back 16

DURING

as taskwork is being accomplished

1) monitoring progress toward goals = realize when off track and need to make changes
2) systems monitoring = keeping track of things that the team needs to accomplish its work (run out of inv)
3) helping behavior = members going out of their way to help or back up other team members (direct or indirect)--beneficial when work is distributed unequally
4) coordination = synchronizing team members' activities to mesh effectively and seamlessly

Front 17

interpersonal processes

Back 17

**BEFORE, DURING, AND IN BETWEEN

manner in which team members manager their relationships

1) motivating and confidence building = things members do or say that affect the degree of motivation (urgency and optimism)
2) affect management = foster sense of emotional balance and unity (team members would get short tempered and blame one another without this)
3) conflict management = focus and manner

Front 18

relationship conflict

Back 18

disagreements among team members in terms of interpersonal relationships or incompatibilities
**not directly related to task

Front 19

task conflict

Back 19

disagreements among members about the team's task
**can be beneficial to teams if it stimulates conversations that result in the development and expression of new ideas

TWO CONDITIONS MUST BE PRESENT:
1) trust one another and express opinions openly
2) need to engage in effective conflict management processes
a. stay focused on team's mission
b. benefits disappear if level of conflict gets too heated, individuals acting in own interest, or high relationship conflict
c. willing to discuss positions openly and be willing to exchange information in a way that fosters collaborative problem solving (ignoring a problem to avoid conflict)

Front 20

communication

Back 20

the process by which information and meaning gets transferred from a sender to a receiver
-important in determining process gain or loss

Front 21

three things that influence communication

Back 21

1) communication competence = when participants lack the skills involved in encoding, transmitting, and receiving messages

2) noise = increases effort communicators need to work, sender has to think harder

3) information richness = the amount of depth of information that gets transmitted in a message
highest - face to face (can receive feedback)
moderate - hand written notes
lowest - computer generated reports
*could be good for complex, bad for simple (mixed messages)

Front 22

network structure

Back 22

the pattern of communication that occurs regularly among each member of the team
-centralization= degree flows through some members rather than others

Front 23

team states

Back 23

specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of working together

Front 24

cohesion

Back 24

emotional attachment that fosters high levels of motivation and commitment to the team and as a consequence higher levels of team performance

Front 25

groupthink

Back 25

drive toward conformity at the expense of other team priorities
-feelings of overconfidence about the teams capabilities
ex: bay of pigs, nasa, enron

Front 26

ways to combat groupthink/over cohesiveness

Back 26

1) assess the team's cohesion scale
2) formally institute a devil's advocate

Front 27

potency

Back 27

degree to which members believe that the team can be effective across a variety of situations and tasks
-strong positive impact on the team's performance
-confidence in oneself and teammembers

Front 28

mental modes

Back 28

level of common understanding among team members with regard to important aspects of the team and its task
1) one another's capabilities - know where to go for the help they need
2) what need to complete work - carry out efficiently and smoothly

Front 29

transactive memory

Back 29

how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team (not everyone has to possess the same knowledge)
-rely on others, could lose an important node