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105 Cards in this Set

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potential contribution of teams

increase productivity, improve quality, and reduce costs

increase productivity, improve quality, and reduce costs are potential contribution of

teams

teams can enhance

speed

teams can be powerful forces of

innovation and change

creating new products every year is a force for

innovation

teams within an organization can be powerfully effective as a force for

productivity

the text differentiates a "real team" from a working group by the

achievement of significant performance improvements

working group

collection of people who work in the same area or have been drawn together to undertake a take but do not necessarily come together as a unit and achieve significant improvements

which describes a collection of people who work in the same area or have been drawn together to undertake a task

working group

a small number of people with complementary skills who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable is referred to as a

team

discouraging risk taking, narrowly defined jobs and having the managers determine and plan the work, are all components of a

traditional environment

in a traditional environment, managers determine and plan the work while in a team environment

managers and team members jointly determine and plan the work

in a traditional environment, jobs are narrowly defined while in a team environment

jobs require broad skills and knowledge

in a traditional environment, cross-training is viewed as inefficient while in a team environment

cross-training is the norm

in a traditional environment, most information is "management property" while in a team environment

most information is freely shared at all levels

in a traditional environment, training for non-managers focuses on technical skills while in a team environment

continuous learning requires interpersonal, administrative, and technical training for all

in a traditional environment, risk taking is discouraged and punished while in a team environment

measured risk taking is encouraged and supported

in a traditional environment, people work alone while in a team environment

people work together

in a traditional environment, rewards are based on individual performance while in a team environment

rewards are based on individual performance and contributions to team performance

in a traditional environment, managers determine "best methods" while in a team environment

everyone works to continuously improve methods and processes

teams that make or do things like manufacture, assemble, sell or provide service are known as

work team

teams that work on long-term projects but disband once the work is completed are known as

project and development teams

teams that operate separately from the regular work structure and exist temporarily are known as

parallel teams

Sebastian Stabilio just joined a team of peoplefrom throughout his organization whose primary task is to recommend valuableuses for the scrap generated in the manufacturing process. The team meets twiceper week; otherwise members work within the usual organizational structure. Theteam, not permanent, which Sebastian has joined, would be considered a

parallel team

the team is responsible for making goods or doing services describes a blank team

work

they work to solve a particular problem describes a blank team

parallel

they are a clear part of the formal organizational structure describes a blank team

work

they work on long term projects describes a blank team

project and development

members come from different units or jobs and are asked to do work that is not normally done describes a blank team

parallel

blank teams coordinate and provide directions to the sub-units under their jurisdiction and integrate work among sub-units

management

work groups composed of multinational members whose activities span multiple countries are referred to as

transnational teams

blank teams create difficult challenges: building trust, cohesion, and team identity and overcoming team member isolation

virtual

transnational teams tend to be

virtual teams

virtual team members should use the start of the virtual meeting for

social relationship building

in order to ensure diversity in the team is understood, appreciated, and leveraged, a team leader should allow

virtual sub teaming

what does virtual sub teaming do

pair diverse members and rotate sub team members

virtual team members should use the end of the virtual meeting for

ensuring that the minutes and future work plan are posted to team repository

autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor and makes decisions previously made by first line supervisors is referred to as

self managing teams

self managing teams are most frequently found in

manufacturing

groups that have no managerial responsibilities are known as

traditional work groups

in a traditional work group , the blank plans, organizes, staffs, direct and controls them

frontline manager

in a traditional work group, other groups provide

support activities, including quality control and maintenance

groups that have no managerial responsibilities are known as

traditional work groups

workers are trained to do all or most of the jobs in the unit describes a blank team

self management

voluntary groups of people drawn from various production teams who make suggestions about quality, but have no authority to make decisions or execute

quality circle

suggestions about quality but no authority to make decisions or execute

quality circle

blank are groups that control decisions about the execution of a complete range of tasks

autonomous

groups that control decisions about and execution of a complete range of tasks is referred to as

autonomous work groups

Groups that make decisions about managing andcarrying out major production activities, but still get outside support forquality control and maintenance are referred to as

semi autonomous work groups

work groups make decisions about carrying out major production activities, but still get outside support for quality controland maintenance

semi autonomous

which type of teams is the most autonomous?

self designing teams

as groups develop, they go through what stages

forming, storming, norming, performing

groups that deteriorate over time move into a stage known as

declining

stage where hostilities and conflicts arise, and people jockey for positions of power and status

storming stage

stage where group members agree on their shared goals and norms and closer relationships develop

norming

first critical period in a groups development

forming stage because is when rules and roles are established that set long lasting precedents

second critical period in a groups development

midway point between the initial meeting and a deadline

example of the second critical period in a groups development

completing a project

the leader of a group that evolves into a team engages in

build trust & inspire teamwork, facilitate & support team decisions, expand team capabilities, create a team identity, make the most of team differences, foresee & influence change

supervisory stage of leading to 'build trust and teamwork'

direct people

participative stage of leading to 'build trust and teamwork'

involve people

supervisory stage of leading to 'facilitate and support team decisions'

explain decisions

participative stage of leading to 'facilitate and support team decisions'

get input on decisions

supervisory stage of leading to 'expand team capabilities'

train individuals

participatory stage of leading to 'expand team capabilities'

develop individual performance

supervisory stage of leading to 'create a team identity'

manage one on one

participatory stage of leading to 'create a team identity'

coordinate group effort

supervisory stage of leading to 'make the most of team differences'

contain conflict

participatory stage of leading to 'make the most of team differences'

resolve conflict

supervisory stage of leading to 'foresee and implement change'

react to change

participatory stage of leading to 'foresee and implement change'

implement change

according to research, what was most cited as a barrier to team success

ineffective communication

cause for failure of a group

lack of empowerment

the benefits of teams are reduced when they are not

empowered

team effectiveness is defined by three criteria

productive output, team members realize satisfaction of their personal needs, and team members remain committed to working together again

social loafing

team member works less hard and are less productive in a group

blank occurs when individuals believe that theircontributions are not important, that others will do the work for them, thattheir lack of efforts will go undetected or that they will be the lone suckerwho works hard while others don't?

social loafing

social facilitation effect

when a team members works harder when in a groupthan when working individually

blank occurs because individuals usually are moremotivated when others are present, they are concerned with what others think ofthem and they want to maintain a positive self-image?

social facilitation effect

skills required for team members include

problem solving and decision making skills, interpersonal skills, technical or functional expertise

shared beliefs about how group members who think and behave are referred to as

norms

two important sets of roles that must be performed

task specialist and team maintenance specialist

task specialists

keep the group moving toward accomplishments of the objectives

task maintenance specialists

develop and maintain harmony within the team

JamieWu really enjoys his job. His team members work hard at producing qualityproducts but don't lose sight of one another's personal needs. Jamie knows thathis attention to maintaining the group's harmonious nature is appreciated andsought when necessary. Jamie seems to be a

task maintenance specialists

group cohesiveness refers to

how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another

group cohesiveness contributes to

performance of the group and member satisfaction

highest group performance occurs when

a highly cohesive group with high performance norms

the worst performance results from

a highly cohesive group with low performance norms

parading strategy for teams

attempts to focus on internal team building and external visibility simultaneously

A team strategy that entails the group concentratingfirst on internal team process to achieve a state of performance readiness,then making outsiders aware of its intentions is known as

informing

informing strategy entails

making decisions with the team and then telling outsiders of the team's intentions

A team strategy that entails simultaneouslyemphasizing internal team building and achieving external visibility isreferred to as

parading

stabilization relationships involve

auditing before the fact; teams sometimes must obtain clearance from others before they act

example of stabilization relationships

the department manager must get approval from the other departments before the project can go through

advisory relationships are created when

teams with problems call on centralized sources of expert knowledge

coordination throughout an organization improves when

lateral relationships are maintained

de-emphasizing or smoothing over a disagreement is

avoidance

A reaction to conflict that involves eitherignoring the problem by doing nothing at all or by deemphasizing thedisagreement is known as

avoidance

low assertiveness and low cooperation

avoidance

high assertiveness and high cooperation

collaboration

low assertiveness and high cooperation


accommodating

high assertiveness and low cooperation

competing

mediator

third party who intervenes to help others manage their conflict

accommodation has blank effect on the performance of virtual teams

no effect