Term
|
Definition
| consists of two or more people who work independently over some time period to accomplish common goals related to some task-oriented purpose |
|
|
Term
|
Definition
| produce goods or provide services, and generally require a full-time commitment from their members |
|
|
Term
|
Definition
| relatively permanent, participate in managerial-level tasks that affect the entire organization |
|
|
Term
|
Definition
| composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process |
|
|
Term
|
Definition
| formed to take on "one-time" tasks that are gneraly complex and require a lot of input from members with different types of training and expertise |
|
|
Term
|
Definition
| perfoms tasks that are normally limited in duration. complex and take place in contexts that are either highly visiable to an audience or of a highly challenging nature |
|
|
Term
|
Definition
| members are geographically dispersed, and interdependent activity occurs through electronic communications-primarily, e-mail, instant messaging, and web conferencing |
|
|
Term
|
Definition
| members orient themselves by trying to understand the boundaries in the team |
|
|
Term
|
Definition
| members remain committed to ideas they bring with them to the team |
|
|
Term
|
Definition
| members realize that they need to work together to accomplish team goals, and consequentkly, they begin to cooperate with one another |
|
|
Term
|
Definition
| members are comfortable working within their roles, and the team makes progress toward goals |
|
|
Term
|
Definition
| members experience axiety and other emotions as they disengage and ultimatley separate from the team |
|
|
Term
|
Definition
| the development sequence is less applicable may be in certain types of project teams that follow a pattern of development |
|
|
Term
|
Definition
| team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team |
|
|
Term
|
Definition
| group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output |
|
|
Term
| sequential interdependence |
|
Definition
| different tasks are done in a perscribed order, and the group is structured such that the members specialize in these tasks |
|
|
Term
| reciprocal interdependence |
|
Definition
| strict sequence of activities, members interact with a subset of other members to complete the team's work |
|
|
Term
| comprehensive interpendence |
|
Definition
| each member has a great deal of discretion in terms of what they do wand with whom they interact in the course of the collaboration involved in accomplishing the team's work |
|
|
Term
|
Definition
| team members have a shared vision of the team's goal and align their individual goals with that vision as a result |
|
|
Term
|
Definition
| team members share in the rewards that the team earns, with reward examples including pay, bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival |
|
|
Term
|
Definition
| mix of people who make up the team |
|
|
Term
|
Definition
| responsibilities of the leader and the rest of the team are distinct |
|
|
Term
|
Definition
| behaviors that directly facilitate the accomplishment of team tasks |
|
|
Term
|
Definition
| behaviors that influence the quality of the team's social climate |
|
|
Term
|
Definition
| behaviors that benefit the individual at the expense of the team |
|
|
Term
|
Definition
| tasks with an objectively verifiable best solution |
|
|
Term
|
Definition
| team's performance depends on the abilities of the "weakest link" |
|
|
Term
|
Definition
| contributions resulting from the abilities of every member "add up" to determine team performance |
|
|
Term
|
Definition
| members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people |
|
|
Term
| value in diversity problem-solving approach |
|
Definition
| theory that explains why diversity has positive effects |
|
|
Term
| similarity-attraction approach |
|
Definition
| theory that's been used widely to explain why diversity may have detrimental effects on teams |
|
|
Term
|
Definition
| diversity regarding observable attributes such as rtace, ethnicity, sex, and age |
|
|
Term
|
Definition
| refers to diversity with respect to attributes that are less easy to observe intially but that can be inferred after more direct experience |
|
|
Term
|
Definition
| the likelihood that the team can work together effectively into the future |
|
|
Term
| hybrid outcome interdependence |
|
Definition
| members receive rewards that are dependent on both their team's peformance and how well they perfrom as individuals |
|
|
