MAN320F Unit 6 - Chapter 7

The FIRO-B theory deals with ____ in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity

(a) membership compatibilities

Self-managing teams ___. (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs

(b) largely eliminate the need for a traditional supervisor

It is during the ___ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing (d) total integration

(b) norming

The Ringlemann effect describes ___. (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs

(b) social loafing

The best size for a problem-solving team is usually ___ members. (a)no more than 3 or 4 (b)5 to 7 (c)8 to 10 (d)around 12 to 13

(b)5 to 7

The team effectiveness equation states: Team effectiveness = ____ X (Process gains - Process losses). (a) Nature of setting (b) Nature of task (c) Quality of inputs (d) Available rewards

(c) Quality of inputs

Task characteristics, reward systems, and team size are all ___ that can make a difference in team effectiveness. (a) processes (b) dynamics (c) inputs (d) rewards

(c) inputs

Members of a team tend to become more motivated and better able to deal with conflict during the ___ stage of team development. (a) forming (b) norming (c) performing (d) adjourning

(c) performing

When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ___. (a) role underload (b) role overload (c) status incongruence (d) the diversity-consensus dilemma

(c) status incongruence

Members of a multinational task force in a large international business should probably be aware that ___ might initially slow the progress of the team.(a) synergy (b) groupthink (c) the diversity-consensus dilemma (d) intergroup dynamics

(c) the diversity-consensus dilemma

Which statement about self-managing teams is most accurate? (a) They always improve performance but not satisfaction. (b) They should have limited decision-making authority. (c) They operate with elected team leaders. (d) They should let members plan and control their own work.

(d) They should let members plan and control their own work.

When a team member engages in social loafing, one of there commended strategies for dealing with this situation is to __. (a) forget about it (b) ask another member to force this person to work harder (c) give the person extra rewards and hope he or she will feel guilty (d) better define member roles to improve individual accountability

(d) better define member roles to improve individual accountability

When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ___. (a) relationships (b) goals (c) processes (d) control

(d) control

When a team of people is able to achieve more than what its members could by working individually, this is called ___. (a) distributed leadership (b) consensus (c) team viability (d) synergy

(d) synergy

An effective team is defined as one that achieves high levels of task performance, member satisfaction, and _____. (a) coordination (b) harmony (c) creativity (d) team viability

(d) team viability

Pros of self-managing teams: (4)

1. Better work quality 2. Faster response to change 3. Reduced absenteeism and turnover 4. Improved work attitudes and quality of work life

Advantages of virtual teams: (3)

1. Cost and time efficiency 2. Focused attention and decision making 3. Discussions can be stored electronically

Stages of team development include:

1. Forming 2. storming 3. norming 4. performing 5. adjourning stage

Cons of self-managing teams: (2)

1. May be hard for some team members to adjust to "self-managing" responsibilities 2. Higher-level managers may have problems dealing with the absence of a first-line supervisor

Disadvantages of virtual teams: (2)

1. Members may find it had to get up to speed and work well with one another. 2. Since computer = go between, relationships and interactions can be different and require social attention. 3. Lack of face-to-face interaction limits the role of emotions 4. nonverbal cues in the communication process

Team inputs include:

1. Resources & setting 2. nature of the task - technical demands - social demands 3. team size 4. team composition.

Criteria of an effective team would be measured by... (3)

1. Task performance: when team achieves its performance goals in the standard sense of quantity, quality, and timeliness of work results. EX: manufacturing team = meeting daily production targets. 2. member satisfaction: is one whose members believe that their participation and experiences are positive and meet important personal needs. 3. team viability: are sufficiently satisfied to continue working well together on an ongoing basis.

The performance advantages of teams over individuals are most evident in three situations: (3)

1. There is no clear expert so teams tend to make better judgements. 2. Team typically more successful when prob are complex and require labor and sharing info. 3. Teams can be more creative.

Examples of what teams do in organizations: (3)

1. They recommend things: teams that do this are set up to study specific problems and recommend solutions for them. o EX: task forces, ad hoc committees, special project teams, and the like. 2. They run things: teams that lead orgs. and their component parts. o EX: top-management team composed of a CEO and senior executives. 3. They make or do things: teams that are work units that perform ongoing tasks such as marketing, sales, systems analysis, manufacturing, or working on special projects with assigned due dates.

Ten criteria for measuring the maturity of a team:

1. feedback mechanism 2. decision-making methods 3. group loyalty/cohesion 4. Operating procedures 5. Use of member resources 6. Communications 7. Goals 8. Authority relations 9. Participation in leadership 10. Acceptance of minority views

Positive/Advantages of social facilitation:

An example is a team member who enthusiastically responds when asked to make PowerPoint slides.

How to prevent Social loafing:

Keeping group size small and redefining roles to that free-riders are more visible and peer pressure to perform are more likely.

Team effectiveness =

Quality of inputs X (Process gains - Process losses)

After team inputs create team process, team process creates...

Team effectiveness. What occurs here is the accomplishment of desired outcomes.

Team inputs create...

Team process. This is the way team members interact and work together.

Informal groups

They emerge and coexist as a shadow to the formal structure and are unofficial and emerge to serve special interests. These groups develop through personal relationships and create their own interlocking networks within the org. EX: friendship groups, and interest groups

Negative/Disadvantages of social facilitation:

When a task is unfamiliar to a person or they lack the necessary skills.

On the vertical dimension, the team leader at one level is...

a team member at the next higher level.

Self-managing teams

are empowered to make decisions to manage themselves in day-to-day work.

Formal teams

are often designated to serve a specific purpose

A cross-functional team

consists of members from different functions or work units.

FIRO-B theory

examines differences in how people relate to one another based on their needs to express and receive feelings of inclusion, control, and affection.

The forming stage

focuses around the initial entry of members to a team. - getting to know each other

Cross-functional teams are a way of trying to beat the...

function silos problem, also called the functional chimneys problem.

Social network analysis

identifies the informal structures and their embedded social relationships that are active in an organization. Shows how work gets done and an be used to reorganize teams for better performance.

Status congruence

involves consistency between a person's status within and outside a group. EX: CEO in a group with regular employees

Team

is a group of people holding themselves collectively accountable for using complementary skills to achieve a common purpose.

The storming stage

is one of high emotionality and tension among team members. - dealing with tensions and defining group tasks

An effective team

is one that achieves high levels of task performance, member satisfaction, and team viability.

The norming stage

is reached when members start to work together as a coordinated team. - building relationships and working together

A problem-solving team

is set up to deal with a specific problem or opportunity.

Collective intelligence

is the ability of a team to perform well across a range of tasks

Synergy

is the creation of a whole greater than the sum of its parts. effective teams offer the benefits from it. - Creates the great beauty of teams: people working together and accomplishing more through teamwork than they ever could by working alone.

Team composition

is the mix of abilities, skills, personalities, and experiences that the members bring to the team. Issues here would be people in diff. ranks, prestige, or social standing.

Diversity-consensus dilemma

is the tendency for diversity to make it harder for team members to work together, especially in the early stages of their team lives, even though the diversity itself expands the skills and perspectives available for problem solving. - happen in storming and norming stages of team development.

Social facilitation

is the tendency for one's behavior to be influenced by the presence of others in a group. can be boosted of detriment.

The performing stage

marks the emergence of a mature and well-functioning team. - Maturing in relationships and task performance

A quality circle team

meets regularly to address quality issues.

An employee involvement team

meets regularly to address workplace issues. - They might discuss ways to: 1. enhance quality 2. better satisfy customers 3. raise productivity 4. improve the quality of work life.

In heterogeneous teams

members differ in many characteristics. - teamwork problems exist in this type of team

In homogeneous teams

members share many similar characteristics. - teamwork = not a problem

The functional silos problem (chimneys problem)

occurs when members of one functional team fail to interact with others from other functional teams.

Social loafing (also known as the Ringlemann effect)

occurs when people work less hard in groups than they would individually.

Teamwork

occurs when team members live up to their collective accountability for goal accomplishment

On the horizontal dimension, a team member may also serve on...

organization-wide task forces and committees.

In multiskilling,

team members are each capable of performing many different jobs.

In the adjourning stage

teams disband when their work is finished. - disbanding and celebrating accomplishments

Members of virtual teams

work together through computer mediation.