Term
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Definition
| 2 or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose |
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Term
| 2 differences between a group and a team |
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Definition
| teams: 1. interact on a deeper dependence on one another and 2. interactions occur with a specific task-related purpose in mind |
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Definition
1. work team
2. management team
3. parallel team
4. project team
5. action team |
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| -relatively permanent; purpose is to produce goods/services; high member involvement; have high autonomy=they decide how to organize and carry out work |
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| -relatively permanent; moderate member involvement; teams integrate activities of subunits across business functions; moderate member involvement |
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| composed of members from various jobs who provide recommendations to managers about issues that run "parallel" to the org's production process; either perm or temp; low member involvement; ex. advisory council |
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Definition
| are formed to take on "1 time" tasks that are generally complex and require a lot of input from members with different training and expertise; stay together until project is done; member involvement varies |
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| perform tasks normally limited in duration; task are complex and take place in contexts that are highly visible to an audience of are highly challenging; member involvement varies; life span varies; ex. sports team or music group |
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Definition
| teams whose members are geographically dispersed and interdependent activity occurs through electronic communication |
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Term
| 4 stages of team development |
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Definition
1. forming
2. storming
3. norming
4. performing |
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Term
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Definition
| stage 1 of team development; members orient themselves by trying to understand the boundaries of the team. |
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Term
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Definition
| stage 2 of team development; remembers remain committed to ideas they bring with them to the team. unwillingness to accommodate other's ideas results in conflict that negatively affects interpersonal relationships. |
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Definition
| stage 3 of team development; members realize that they need to work together to reach goals, begin to cooperate, feelings o solidity develop, norms and expectations develop |
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Term
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Definition
| stage 4 of team development; members are comfortable working within their roles and the team makes progress toward goals. |
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Term
| 2 times when the team development sequence is less applicable |
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Definition
| 1. with action teams with specific rules and standard operations i.e. a flight crew 2. in certain project teams that follow a pattern of development called punctuated development |
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Term
| punctuated development of teams |
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Definition
1. forming and pattern creation= members make assumptions and establish pattern of behavior.
2 Inertia=until the midpoint is reached then members realize change is neeeded
3. Process Revision= new framework and behaviors
4. Inertia |
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Term
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Definition
| the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team. |
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Term
| 4 primary types of task interdependence |
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Definition
1. pooled (lowest interdependence)
2. sequential
3. reciprocal
4. comprehensive (highest) |
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Term
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Definition
| lowest degree; members do work individually and work is compiled to represent the final output. |
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Term
| sequential interdependence |
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Definition
| different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks; interaction is only between members next to each other in the sequence |
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| reciprocal interdependence |
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Definition
| members are specialized to perform specific tasks; here members 1 and 2 interact before giving their work to members 3-4. then 3 and 4 interact to product the final output |
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Term
| comprehensive interdependence |
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Definition
| highest level of interdependence; each member has discretion in terms of what they do and who they interact with; everyone interacts together to make the output |
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Term
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Definition
| a high of this exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result; mission statements help create goal interdependence |
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Term
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Definition
a high degree of it exists when team members share in he rewards that the team earns, including pay, bonuses, feedback etc.
A low degree results when individuals receive rewards and punishments based on performance, w/o regard for the team. |
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Term
| team composition defined and the 5 crucial aspects of team composition |
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Definition
the mix of people who make up a team
1. roles
2. ability
3. personality
4. diversity
5. size |
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Term
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Definition
| the behavior a person is expected to display in a given context |
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Definition
| the leader makes decisions for the team and provides direction and control over members who perform assigned tasks. |
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Definition
| behaviors that directly facilitate that accomplishment of team tasks. |
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Definition
| a task-oriented role; establishes the direction for the team |
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Term
| the devil's advocate role |
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Definition
| a task-oriented role; one who offers constructive challenges to the team's status quo |
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Definition
| a task-oriented role; member who motivates the team work harder toward team goals. |
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| behaviors that influence the quality of the team's social climate |
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| a team-building role; steps in to resolve differences among teammates |
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| a team-building role; who praises the work of teammates |
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Definition
| a team-building role; helps the team see alternatives that teammates can except. |
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Definition
| behaviors that benefit the individual at the expense of the team. |
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Definition
| individual role; puts down or deflates teammates |
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Definition
| individual role; takes credit for team success |
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| individual role; manipulates teammates to acquire control and power |
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| individual role; acts stubbornly resistant and disagrees beyond reason |
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| individual role; discloses personal opinions inappropriately |
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| individual role; acts cynically, goofs off |
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Definition
| task-oriented role; proposed new ideas |
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Term
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Definition
| task-oriented role; coordinates activities among teammates |
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Term
| the procedural-technician |
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Definition
| task-oriented role; performs routine tasks needed to keep progress moving |
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Term
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Definition
| team-building role; encourages participation from teammates |
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Term
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Definition
| team-building role; expresses goals for the team to achieve |
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Term
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Definition
| team building tole; accepts the ideas of teammates |
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Term
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Definition
| tasks with an objectively verifiable best solution, the member who possesses the highest level of the ability relevant will have the most influence |
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Term
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Definition
| situation where everyone possesses relevant abilities; team's performance depends on the abilities of the "Weakest link" |
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Term
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Definition
| the contributions resulting from the abilities of ever member "add up" to determine team performance |
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Term
| value in diversity problem-solving approach |
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Definition
| diversity is beneficial because it provides for a larger pool of knowledge and perspectives |
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Term
| similarity-attraction approach |
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Definition
| people tend to be more attracted to others who are perceived as more similar |
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Definition
| diversity regarding observable attributes such as race, gender, sex, age |
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Definition
| diversity with respect to attributes that are less easy to observe initially, but can be inferred after more direct experience. i.s attitudes, values, and personality |
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Definition
| the likelihood a team can work together effectively into the future. |
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Term
| task interdependence has a ______ positive correlation to team performance |
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Definition
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Term
| task interdependence has a _______ positive correlation with team commitment |
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Definition
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Term
| hybrid outcome interdependence |
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Definition
| means that members receive rewards that are dependent on both their team's performance and how well they perform as individuals |
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