Untitled Deck

Question 1

What is a work team?

Answer 1

An interdependent group sharing responsibility for organizational outcomes (Sundstrom et al., 1990).

Question 2

Why are teams popular?

Answer 2

They offer potential for synergy—achieving more together than alone (Hackman, 2002).

Question 3

What defines interdependence?

Answer 3

The degree to which team members rely on each other for resources and outcomes.

Question 4

Name the three types of task interdependence.

Answer 4

Pooled, sequential, reciprocal.

Question 5

What is task interdependence?

Answer 5

The extent to which team members depend on each other’s work to complete tasks.

Question 6

What is outcome interdependence?

Answer 6

The degree to which team members share goals and rewards.

Question 7

When should you not use a team?

Answer 7

When individual work would be more efficient.

Question 8

Hackman’s three conditions for effective teams?

Answer 8

Suitable task, sound structure, supportive context.

Question 9

What is process loss?

Answer 9

Lost performance due to poor coordination or low motivation.

Question 10

Formula for actual performance (Steiner, 1972)?

Answer 10

Actual = Potential – Process Loss.

Question 11

What is the IMOI model?

Answer 11

Inputs → Mediators → Outputs → Inputs (Ilgen et al., 2005).

Question 12

What are team processes?

Answer 12

Member actions that convert inputs to outcomes (e.g., communication, decision making).

Question 13

What are emergent states?

Answer 13

Dynamic team properties like cohesion, trust, or shared mental models.

Question 14

What is cohesion?

Answer 14

The force binding members to stay in and work for the team.

Question 15

Which type of cohesion relates most to performance?

Answer 15

Task cohesion (.27 correlation).

Question 16

Example of process loss?

Answer 16

Poor communication or coordination failure.

Question 17

What increases team potential performance?

Answer 17

Appropriate composition, structure, and task design.

Question 18

What is formal membership?

Answer 18

Being officially part of a team (Zaccaro & DiRosa, 2012).

Question 19

What is identified membership?

Answer 19

Feeling emotionally attached to the team (van der Vegt et al., 2005).

Question 20

What is emergent membership?

Answer 20

Informal patterns like subgroups and relationships (Carton & Cummings, 2012).

Question 21

What makes a well-functioning team?

Answer 21

Consistency across formal, identified, and emergent membership.

Question 22

What is free riding?

Answer 22

Reducing effort because your contribution seems dispensable.

Question 23

What is social loafing?

Answer 23

Reducing effort because your work isn’t identifiable.

Question 24

Formula for effort (Expectancy Theory)?

Answer 24

Effort = Expectancy × Instrumentality × Value.

Question 25

When is social loafing stronger?

Answer 25

Large groups, low identifiability, low task value, individualistic cultures.

Question 26

What is social compensation?

Answer 26

Stronger members work harder to offset weaker ones.

Question 27

What is the Köhler effect?

Answer 27

Weaker members work harder to avoid letting the team fail.

Question 28

What does social identity theory propose?

Answer 28

People work harder for groups they identify with (Ellemers et al., 2004).

Question 29

What is self-categorization?

Answer 29

Seeing oneself as a group member, aligning behavior with group norms.

Question 30

How can identification reduce free riding?

Answer 30

Group success feels personal, so effort is intrinsically rewarding.

Question 31

Being a bad member means?

Answer 31

Prioritizing self-interest over collective goals.

Question 32

Being a good member means?

Answer 32

Linking the team to your self-concept and acting for collective success.

Question 33

Define team composition.

Answer 33

The configuration of member attributes (Bell et al., 2018).

Question 34

What are surface-level attributes?

Answer 34

Observable traits like age, gender, race, role.

Question 35

What are deep-level attributes?

Answer 35

Psychological traits like personality, values, attitudes.

Question 36

Which type matters more over time?

Answer 36

Deep-level attributes.

Question 37

What is the ABC model of teamwork?

Answer 37

Affective, Behavioral, Cognitive components.

Question 38

Affective component examples?

Answer 38

Cohesion, trust, mood.

Question 39

Behavioral component examples?

Answer 39

Coordination, teamwork, taskwork.

Question 40

Cognitive component examples?

Answer 40

Shared mental models, transactive memory.

Question 41

What is diversity?

Answer 41

Perceived differences between team members (Van Knippenberg et al., 2004).

Question 42

Types of diversity?

Answer 42

Surface-level vs. deep-level

Question 43

Why study diversity?

Answer 43

It affects performance, innovation, and fairness.

Question 44

Main benefit of diversity?

Answer 44

Broader information and perspectives.

Question 45

Main risk of diversity?

Answer 45

Social categorization and subgrouping.

Question 46

What is the Categorization–Elaboration Model (CEM)?

Answer 46

Diversity improves outcomes via information elaboration, but only when category salience is low.

Question 47

When does diversity help most?

Answer 47

When tasks require information processing and members are motivated.

Question 48

When does diversity hurt?

Answer 48

When identity threats trigger “us vs. them” bias.

Question 49

What does vertical diversity refer to?

Answer 49

Differences in status or influence among members.

Question 50

What are team dynamics?

Answer 50

Processes that occur in teams over time.

Question 51

Three time scales of dynamics?

Answer 51

Micro, meso, macro.

Question 52

Example of micro process?

Answer 52

Turn-taking in discussions.

Question 53

Example of meso process?

Answer 53

Team development (Tuckman stages).

Question 54

Example of macro process?

Answer 54

Team lifecycle or career-long development.

Question 55

Tuckman’s stages?

Answer 55

Forming, storming, norming, performing, adjourning

Question 56

When is coaching most effective?

Answer 56

At beginnings, midpoints, and ends (Hackman & Wageman, 2005).

Question 57

What is a team intervention?

Answer 57

An intentional action to change team performance trajectory (Shuffler et al., 2018).

Question 58

Types of interventions?

Answer 58

Team building, training, coaching, leadership.

Question 59

What determines intervention success?

Answer 59

Addressing the right need at the right time.

Question 60

What causes membership change?

Answer 60

Poor fit, low support, lack of recognition, turnover.

Question 61

Immediate effect of membership change?

Answer 61

Disruption of team cognition and routines.

Question 62

Later effect of membership change?

Answer 62

Adaptation and newcomer socialization.

Question 63

Outcome of successful adaptation?

Answer 63

Restored or improved performance.

Question 64

What happens if adaptation fails?

Answer 64

Continued disruption and lower performance.

Question 65

What is a project team?

Answer 65

A temporary, cross-functional group formed to complete a specific project.

Question 66

Main characteristics of project teams?

Answer 66

Temporary, goal-oriented, cross-departmental.

Question 67

Four project phases?

Answer 67

Conceptualization, planning, execution, termination (Pinto & Slevin, 1988).

Question 68

Key factor in conceptualization phase?

Answer 68

Clear mission and client consultation.

Question 69

Key factor in planning phase?

Answer 69

Top management support and urgency.

Question 70

Key factor in execution phase?

Answer 70

Troubleshooting and communication.

Question 71

Key factor in termination phase?

Answer 71

Ensuring client satisfaction.

Question 72

What is the strategic core?

Answer 72

Central roles most crucial to workflow and success (Humphrey et al., 2009).

Question 73

Example of a core role?

Answer 73

Lead developer or project leader.

Question 74

Example of non-core role?

Answer 74

Junior developer or support role.

Question 76

What is a virtual team?

Answer 76

A geographically dispersed team relying on technology for collaboration.

Question 77

Why have virtual teams grown?

Answer 77

Globalization, remote work trends, pandemic effects.

Question 78

Main benefits of virtual teamwork?

Answer 78

Flexibility, talent access, cost savings.

Question 79

Main challenges of virtual teamwork?

Answer 79

Leadership, trust, coordination, tech use, conflict.

Question 80

What is functional leadership?

Answer 80

Meeting team needs across task, individual, and team levels (McGrath, 1962).

Question 81

Core leader functions in virtual teams?

Answer 81

Define mission, encourage self-management, support climate, manage tech use.

Question 82

What is a team charter?

Answer 82

A document outlining roles, norms, and communication rules.

Question 83

Why is trust harder virtually?

Answer 83

Fewer informal cues and limited face-to-face contact.

Question 84

What is psychological safety?

Answer 84

Belief that one can speak up without fear (Edmondson).

Question 85

Effect of psychological safety?

Answer 85

Improves learning and buffers conflict.

Question 86

What is task conflict?

Answer 86

Disagreement about content or procedures of tasks.

Question 87

What is relationship conflict?

Answer 87

Personal or emotional disagreement.

Question 88

How to handle conflict virtually?

Answer 88

Address issues early, clarify roles and norms.

Question 89

What ensures effective tech use?

Answer 89

Matching communication tools to task needs.

Question 90

Future of teamwork?

Answer 90

Hybrid models balancing remote and in-person collaboration.