MGT 400 Exam 3: Chapter 10

context, composition, process

We can organize the key components of effective teams into three general categories (list them)

creative

When leaders provide an inspirational common goal for members with varying types of education and knowledge, teams are very ___.

trust

___ is the foundation of leadership.

conscientous

___ people are good at backing up other team members, and they're also good at sensing when their support is truly needed.

personality

____ significantly influences individual employee behavior.

teams

~ are more flexible and responsive to changing events than traditional departments or other forms of permanent groupings

work group

~: a group that interacts primarily to share information and make decisions to help each member perform within his or her area of responsibility. -- have no need or opportunity to engage in collective work that requires joint effort.

work team

~: a group whose individual efforts result in performance that is greater than the sum of the individual inputs

reflexivity

~: a team characteristic of reflecting on and adjusting the master plan when necessary.

relationship conflicts

~: conflicts based on interpersonal incompatibilities, tension, and animosity toward others; are almost always dysfunctional

multiteam systems

~: systems in which different teams need to coordinate their efforts to produce a desired outcome

organizational demography

~: the degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service, in an organization, and the impact of this attribute on turnover.

high

(high/low) ability teams are also more adaptable to changing situations; they can more effectively apply existing knowledge to new problems.

problem-solving team

1/4 TYPES OF TEAMS: -- This type of team rarely has the authority to unilaterally implement any of their suggestions.

cross-functional teams

1/4 TYPES OF TEAMS: -- are an effective means of allowing people from diverse areas within or even between organizations to exchange information, develop new ideas, solve problems, and coordinate complex projects.

cross-functional teams

1/4 TYPES OF TEAMS: -- are the equivalent of social-networking groups that collaborate in real time to identify new business opportunities in the field and then implement them from the bottom up

cross-functional teams

1/4 TYPES OF TEAMS: -- employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

self-managed work teams

1/4 TYPES OF TEAMS: -- groups of 10-15 people who take on responsibilities of their former supervisors.

problem-solving team

1/4 TYPES OF TEAMS: -- groups of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

virtual teams

1/4 TYPES OF TEAMS: -- teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

virtual teams

1/4 TYPES OF TEAMS: -- this type of team is better at sharing unique information but they tend to share less information overall

self-managed work team

1/4 TYPES OF TEAMS: -- with fully ~, supervisory positions take on decreased importance and are sometimes eliminated.

resources

A scarcity of ___ directly reduces the ability of a team to perform its job effectively and achieve its goals.

cooperative

An organization's reward system must be reworked to encourage ____ efforts rather than competitive ones.

team efficacy

Effective teams have confidence in themselves; they believe they can succeed. This is called ~.

mental models

Effective teams share accurate ___ ___, organized mental representations of the key elements within a team's environment that team members share.

reflexivity

Effective teams show ____, meaning they reflect on and adjust their master plan when necessary.

social loafing

Effective teams undermine this tendency by making members individually and jointly accountable for the team's purpose, goals, and approach.

self-managed work teams

Fully ~ even select their own members and evaluate each other's performance. Supervisory positions take on decreased importance and are sometimes eliminated.

5-9

Generally speaking, the most effective teams have __-__ members.

multiteam systems

In ~, leaders need to coordinate their efforts to produce a desired outcome.

trust

Interpersonal ___ among team members facilitates cooperation, reduces the need to monitor each others' behavior, and bonds members around the belief that others on the team won't take advantage.

interdependence

Using teams makes sense when there is ___ among tasks - the success of the whole depends on the success of each one, and the success of each one depends on the success of others.

large

Managers often err by making teams too (small/large).

trust

Members of effective teams must ___ each other.

smaller

Most experts agree, (larger/smaller) teams improves group effectiveness.

performance

One study found that specific behavioral tendencies such as personal organization, cognitive structuring, achievement orientation, and endurance were all related to higher levels of team ___.

recommendations

Problem solving teams only make ____.

conflict

Self-managed teams typically do not manage ___ well. -- members stop cooperating and power struggles ensue.

T

T/F: A team's performance is not merely the summation of its individual members' abilities.

T

T/F: Effective teams begin by analyzing the team's mission, developing goals to achieve that mission, and creating strategies for achieving goals.

T

T/F: Group-based appraisals, profit sharing, gainsharing, small-group incentives, and other system modifications can reinforce team effort and commitment.

T

T/F: Put your most able, experienced, and conscientious workers in the most central roles in a team.

T

T/F: Teams that rate higher on mean levels of conscientiousness and openness to experience tend to perform better, and the minimum level of team member agreeableness also matters.

T

T/F: The benefits of using teams have to exceed the costs, and that's not always the case. Before you rush to implement teams, carefully assess whether the work requires or will benefit from a collective effort.

T

T/F: When teams have excess members, cohesiveness and mutual accountability decline, social loafing increases, and more people communicate less.

contextual

TEAM EFFECTIVENESS MODEL: -- the four ____ factors most significantly related to team performance are adequate resources, effective leadership, a climate of trust, and a performance evaluation and reward system that reflects team contributions.

trust

Team members are more likely to take risks and expose vulnerabilities when they believe they can ___ others on their team.

reflexivity

Teams high in ____ are better able to adapt to conflicting plans and goals among team members.

planning

Teams that don't have good ____ skills are doomed.