Chapter 2 Assignment

An ideal team size is probably around __________.

5-7

role expectations

People's perceptions of what a role involves; differences in these perceptions can result in conflict; these perceptions are usually formed through a person's experience.

Team charter

Provides guidance related to a team's purpose, the scope of their charge, the objectives to be accomplished, and a timeline for delivering a product.

__________ describes a situation where very little work happens for a long period of time and then activity sparks when the members of the group are close to the deadline.

Punctuated equilibrium model

self-managed

Responsible for all aspects of a project, product, or service; have specialized skills, which they share to inform the teams' processes and approaches; have a common goal and shared responsibility for reaching it; may not have a specified division of labor but rather organize themselves around a project and rely on individual responsibility.

_______________ describes what happens when group members decide to keep silent.

Self-censorship

task force or project team

Similar to a problem-solving or functional team, this type of team is a group of specialists charged with studying a particular problem and making recommendations. Members have no decision-making authority and are formed on a temporary basis; members come from different areas of an organization or from outside the organization.

Formal groups have a designated leader.

TRUE

Social loafing occurs when individuals exert less effort in a group than they would by themselves.

TRUE

The adjourning stage was added later to the five-stage model of group development.

TRUE

The last stage of the team development is performing for work groups who do not adjourn.

TRUE

norming

Team members begin to establish and accept team processes, are better acquainted with each other, and feel comfortable working together. They share ideas openly and respect each other's perspectives. Conflicts are resolved and roles are clear. Team members are cohesive, feel a sense of camaraderie, and start working toward a common purpose.

________ work together to accomplish a shared goal/purpose.

Teams

Status

The position or rank given to groups or group members by others in an organization.

Norms

The rules of behavior that govern individuals in a particular setting. They are part of the organizational culture and reflect the values, traditions, and history of the organization. They may be written or unwritten. They represent how the work gets done.

Social loafing

The tendency for individuals to exert less effort when working in a team or group than when working individually.

An example of an informal group is a___________.

interest group

In self-managed teams ___________.

members set their own performance goals

In which stage do team members learn to solve problems that occur?

norming

The primary advantages of group decision-making are ___________. (Choose all that apply.)

obtaining multiple points of view greater acceptance and buy in of decisions

The Asch study demonstrates the _________.

pressure to conform

Formal groups are governed by __________.

rules and regulations

In the ________ stage, leaders should openly address conflict and emphasize the team's ground rules in the team charter.

storming

It is possible for a team to revert to the ________ stage if one member starts working independently.

storming

A disadvantage of work groups (in comparison to work teams) is that _____________ . (Choose all that apply.)

- members may not be able to make needed changes to operate more effectively - individuals may work independently and not coordinate with each other - the designated leader may have too much control over the group

task group

Formal groups created on a temporary basis to work on a specific project that requires coordination across departments and functions.

command group

Based on a function in an organization (e.g., sales, accounting, marketing) and represented as such in an organizational chart.

________ developed the first four stages of group development in 1965.

Bruce Tuckman

interest group

Characterized by people wanting to work together, often to make a change in an organization, promote a cause, or address a specific issue.

Characteristics of team effectiveness

Clear goals Task understanding Shared vision Results-focused Strong, centralized leadership [incorrect] Diverse team members (e.g., expertise, personalities) Supportive, respectful environment Open discussion Individual and collective accountability Constructive criticism Efficiently managed meetings [incorrect] Good leadership Equal contributions Task conflict Open and honest communication Positive interpersonal relationships Clear expectations Defined roles and norms Comfort with disagreements

functional or problem-solving

Consists of employees in the same department who report to a manager. They may be assigned to meet for a few hours a week to solve a problem but have no decision-making authority. This resides with the manager.

virtual

Consists of employees working in different geographical or physical locations who use technology, such as video conferencing, to collaborate.

cross-functional

Consists of people from the same level in an organization (e.g., directors, managers), but who represent different work areas and have different kinds of expertise.

Formal groups

Created by the management of an organization to fulfill a particular purpose or goal. They have a defined structure, an appointed leader, and are governed by set rules and procedures.

Groupthink

Describes how well-intentioned individuals make irrational decisions characterized by a lack of critical reasoning and analysis as a result of group pressure. Conformity to an idea preserves relationships but limits analysis and creativity. May also result from not having sufficient expertise among team members.

role perceptions

Describes people's beliefs regarding how they should behave in a particular position or situation; these perceptions influence behaviors.

Punctuated equilibrium

Describes the process of completing a task or assignment. The terms specifically refers to the tendency of teams to start a project and make limited progress until the halfway point.

Stages of group development

Describes the process that groups experience as they grow, encounter problems, find solutions, plan tasks, and achieve goals. The stages are forming, storming, norming, performing, and adjourning. These stages are iterative in nature rather than linear.

Types of teams

Designed to achieve specific purposes; the most common types include problem solving or functional, virtual, self-managed, task force, and cross-functional teams. References

friendship group

Develop based on similarities (age, ethnicity, nationality) or common interests (dancing, theatre, sports) among people.

performing

Emerges when a team becomes fully functioning and is actively working toward its goal. Team members are collaborating and focused on the task rather than getting acquainted, addressing conflict, competing, or establishing rules and norms of behavior. They trust and help each other and are able to overcome disagreements.

Roles

Expected behaviors based on a position in an organization or group. An individual might be a leader on a team but a coworker in a different context or a personal friend outside of work.

Every group will go through all five stages of development smoothly.

FALSE

In the norming stage, team members are figuring out how they can work together.

FALSE

Informal groups are relatively large because of common interests among members.

FALSE

adjourning

In the case of temporary groups such as committees, task forces, or project teams that have a specific task and timelines, this is the final stage; team members complete their activities, celebrate their successes, and move forward to establish any resulting best practices or lessons learned; for permanent teams, if team members rotate, the stages may begin anew.

Work group

Interacts primarily to share information in order for group members to effectively perform their responsibilities; report to a manager or leader.

storming

Involves conflict and unproductive behavior. Team members will likely be diverse and have differing opinions, backgrounds, personalities, and perspectives; they may also be motivated by self-interest. They may disagree on how to accomplish a task, the best approach, and what needs to be done. Performance can be affected if this stage lasts for a lengthy period of time.

forming

Involves team members introducing themselves and learning about each other's backgrounds and possible reasons they have been selected to be on the team. In this stage, members are getting to know each other and determining appropriate behaviors.

Which of the following is not a prevention tool to stop social loafing?

Keep groups large to alleviate the workload.

Work team

May be formed within an organization to perform tasks related to long- or short-term projects; members are given a charge that explains the parameters of a task and expectations for what they need to produce and by when. Their efforts result in better performance than if they were working individually.

________ are the basis for predicting and controlling the behavior of members.

Norms

Informal groups

Not established by an organization or based on organizational structure but alliances that people form out of common interest, friendship, or the need for social interaction.

Groupshift

Occurs when group decisions are more conservative or risky than an individual would make on his or her own.

Which of the following is not part of the seven aspects of high performing teams?

allow group members to execute plans without direction

Which of the following does NOT describe a team? (Choose all that apply.)

centralized leadership Rationale: Teams have shared leadership rather than centralized leadership. accountability to team members Rationale: The members of teams have both individual and mutual accountability. performance goals set by others Rationale: Teams are responsible for setting their own goals. purpose is set by the organization Rationale: Members of teams determine their own purpose; managers determine the purpose of work groups.

The manager of a technology startup company wants to form a team to design and launch a new app. He needs people from specific areas of the organization who have the needed expertise to coordinate the project from start to finish. He decides to establish a ____________ team.

cross-functional

The term role ________ refers to believing that a person should act a certain way in a particular situation.

expectations

A group created to achieve a specific task or goal that is controlled by the organization is a(n) ___________ group.

formal

In the __________ stage, formal agreements that establish rules are created.

forming

The Hawthorne study illustrates the role of _____________.

group norms