Chapter 11

Question 1

Team

Answer 1

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

Question 2

Interactions within teams…

Answer 2

1. The interactions among members within teams revolve around a deeper dependence on one another than the interactions within groups
2. The interactions within teams occur with a specific task-related purpose in mind

Interactions allow the team to pool complementary knowledge and skills

Question 3

% of employees in the US that work in a team as a part of their job

Answer 3

50%

Question 4

Teams depend on one another for

Answer 4

critical information, materials, and actions needed to accomplish goals

Question 5

Team Characteristics

Answer 5

the task, unit, and member qualities that can be used to describe teams

Question 6

Work Team

Answer 6

A relatively permanent team in which members work together to produce goods and/or provide services
- Ex: how cars and trucks are manufactured at Toyota

Question 7

Management teams

Answer 7

A relatively permanent team that participates in managerial-level tasks that affect the entire organization

• Whereas work teams focus on the accomplishment of core operational-level production and service tasks, management teams participate in managerial-level tasks that affect the entire organization
• Responsible for coordinating the activities of organizational subunits (typically departments or functional areas) to help the organization achieve its long-term goals
• Ex: top management teams (consist of senior-level executives who meet to make decisions about the strategic direction of the organization)

Question 8

Parallel Teams

Answer 8

A team composed of members from various jobs within the organization that meets to provide recommendations about important issues

• Part-time commitment from members, and they can be permanent or temporary, depending on their aim
• Ex: quality circles-consists of individuals who normally perform core production tasks, but who also meet regularly with individuals from other work groups to identify production-related problems and opportunities for improvement

Question 9

Project Teams

Answer 9

A team formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas

• Project teams exist only as long as it takes to finish a project
• Could be full time or part time
• A planning team comprised of engineers, architects, designers, and builders, charged with designing a suburban town center, might work together full-time for a year
• The engineers and artist who constitute a design team responsible for creating an electric toothbrush might work together for a month on the project while also serving on other project teams

Question 10

Action Teams

Answer 10

A team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging

• Tasks can be complex, highly visible to an audience, or highly challenging in nature
• Ex: sports teams remain intact for at least one season
• Ex: musical groups can stick together for decades
• Ex: surgical teams can work together for a single two-hour surgery
• Ex: aircraft flight crews may only work together for a single flight

Question 11

Multiple Team Membership

Answer 11

Indicates that employees do not identify with each team equally and that these differences have important implications as to how effort and commitment employees bring each of their teams

Question 12

What is most adventageous for teams where team members have high levels of team-relevant knowledge obtained from outside experts and others in their social networks?

Answer 12

High levels of self-management

Question 13

Virtual teams

Answer 13

A team in which the members are geographically dispersed, and interdependent activity occurs through e-mail, web conferencing, and instant messaging
o Ex: Logitech’s “follow the sun” electronic handoffs

Question 14

Steps of Team Development

Answer 14

Forming, Storming, Norming, Performing, Adjourning

Question 15

Forming

Answer 15

The first stage of team development, during which members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who’s in charge

Question 16

Storming

Answer 16

The second stage of team development, during which conflict occurs due to members’ ongoing commitment to ideas they bring with them to the team

Question 17

Norming

Answer 17

The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate

Question 18

Performing

Answer 18

The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress toward goals

Question 19

Adjourning

Answer 19

The final stage of team development, during which members experience anxiety and other emotions as they disengage and ultimately separate from the team

Question 20

Punctuated Equilibrium

Answer 20

A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time

Question 21

Task Interdependence

Answer 21

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

Question 22

Pooled Interdependence

Answer 22

A form of task independence in which group members complete their work assignments independently and then their work is simply added together to represent the group’s output
o Ex: Fishing Boat

Question 23

Sequential Interdependence

Answer 23

A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence
o Assembly Line

Question 24

Reciprocal Interdependence

Answer 24

A form of task interdependence in which group members interact with only a limited subset of other members to complete the team’s work
o Custom home builders, architects, engineer work together to build a home

Question 25

Comprehensive Interdependence

Answer 25

A form of task interdependence in which team members have 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

Question 26

Goal Interdependence

Answer 26

he degree to which team members have a shared goal and align their individual goals with that vision - You can create a high level of goal interdependence by ensuring that the team has a formalized mission statement for members to buy into

Question 27

Outcome Interdependence

Answer 27

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals - Examples of rewards: pay, formal feedback and recognition, pats on the back, extra time off, and continued team survival

Question 28

Team Composition

Answer 28

The mix of the various characteristics that describe the individuals who work in the team

Question 29

ROle

Answer 29

The behavior a person is generally expected to display in a given context

Question 30

Leader-Staff Teams

Answer 30

A type of team that consists of members who make recommendations to the leader who is ultimately responsible for team decisions

Question 31

Team Task Roles

Answer 31

``` Initiator-Contributor Coordinator Orienter Devil's Advocate Energizer Procedural-Techician ```

Question 32

Team Building Roles

Answer 32

``` Encourager Harmonizer Compromiser Gatekeeper-expediter Standard setter Follower ```

Question 33

Individualistic Roles

Answer 33

``` Agressor Blocker Recognition seeker Self-confessor Slacker Dominator ```

Question 34

Initiator-contributor

Answer 34

proposes new ideas

Question 35

Coordinator

Answer 35

Tries to coordinate activities among team members

Question 36

Orienter

Answer 36

Determines the directio of the team's discussion

Question 37

Devil's advocate

Answer 37

offers challenges to the team's status quo

Question 38

Energizer

Answer 38

Motivates the team to strive to do better

Question 39

Procedural-technition

Answer 39

Performas routine tasks needed to keep progress moving

Question 40

Encourager

Answer 40

Praises the contributions of other team members

Question 41

Harmonizer

Answer 41

Mediates differences between group members

Question 42

Compromiser

Answer 42

Attempts to find the halfway point to end conflict

Question 43

Gatekeeper-expediter

Answer 43

Encourages participation from teammates

Question 44

Standard setter

Answer 44

Expresses goals for the team to achieve

Question 45

Follower

Answer 45

Accepts the ideas of teammates

Question 46

Agressor

Answer 46

Deflates teammates, expresses disapproval with hostility

Question 47

Blocker

Answer 47

Acts stubbornly resistant and disagrees beyond reason

Question 48

Recognition seeker

Answer 48

brags and calls attention to himself or herself

Question 49

self-confessor

Answer 49

discloses personal opinions inappropriately

Question 50

slacker

Answer 50

acts cynically, or nonchalantly, or goofs off

Question 51

dominator

Answer 51

manipulates team members for personal control

Question 52

team task roles

Answer 52

Behaviors that directly facilitate the accomplishment of team tasks

Question 53

team-building roles

Answer 53

Behaviors that directly facilitate the accomplishment of team tasks

Question 54

individualistic roles

Answer 54

Behaviors that benefit the individual at the expense of the team

Question 55

Disjuntive tasks

Answer 55

Tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness

Question 56

Conjuntive tasks

Answer 56

Tasks for which the team’s performance depends on the abilities of the team’s weakest link

Question 57

Additive Tasks

Answer 57

Tasks for which the contributions from every member add up to determine team performance

Question 58

Member Personality

Answer 58

- Ex: Agreeable people-more cooperative, trusting, promote positive attitudes, work hard, less likely to offer construction criticisms that might help the team improve - Ex: Conscientiousness people-dependable, work hard (strong negative effect on the team of having even one member who is particular low on conscientiousness) - Ex: Extraverted people-perform more effectively in interpersonal context and are more positive and optimistic in general, too many extraverted people can be too much (power struggles)

Question 59

Team Diversity:

Answer 59

The degree to which team members are different from one another

Question 60

Value in Diversity Problem-Solving Approach:

Answer 60

A theory that supports team diversity because it provides it provides a larger pool of knowledge and perspectives

Question 61

Similarity-Attraction Approach:

Answer 61

A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them

Question 62

Surface-Level Diversity

Answer 62

Diversity of observable attributes such as race, gender, ethnicity, and age

Question 63

Faultlines

Answer 63

occur in diverse groups whereby informal subgroups based on similarity in surface-level attributes

Question 64

Deep-Level Diversity

Answer 64

Diversity of attributes that are inferred through observation or experience, such as one’s values or personality

Question 65

Team Size

Answer 65

- Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks - BETWEEN 4-5 PEOPLE IS IDEAL - Jeff Bezos’ two pizza rule: “If a team can’t be fed by too pizza’s, it’s too large”

Question 66

Outcome interdependence

Answer 66

- Organization with compensation that has high outcome interdependence->higher percentage of pay is dependent on how well your team does o High cooperation o Reduced motivation (especially among higher performers)