Chapter 11

Similarity attraction approach

people tend to be attracted to others who are perceived as similar

Action teams

perform tasks that are normally limited in duration

Team task roles

refer to the behaviors that directly facilitate the accomplishment of team tasks

Team building roles

refer to the behaviors that influence the quality of the team's social climate

Parallel teams

composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process

Team

consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose

Additive tasks

contributions resulting from the abilities of every member "add up" to determine team performance

Role

defined as a pattern of behavior that a person is expected to display in a given context

Work teams

designed to be relatively permanent and to produce goods or services, and they generally require a full-time commitment from their members

Sequential interdependence

different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks

Value in diversity problem solving approach

diversity in teams is beneficial because it provides a larger pool of knowledge and perspectives from which a team can draw as it carries out its work

Goal interdependence

exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result

Outcome interdependence

exists when team members share In the rewards the team earns

Project teams

formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise

Pooled interdependence

group members complete their work assignments independently and then this work is "piled up" to represent the groups output

Performing

members are comfortable working within their roles and the team makes progress towards their goals

Reciprocal interdependence

members are specialized in specific tasks, however, members interact with one another

Adjourning

members experience anxiety and other emotions as they disengage and ultimately separate from the team

Forming

members orient themselves by trying to understand their boundaries in the team

Norming

members realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another

Hybrid outcome interdependence

members receive rewards that are dependent on both the team's performance and how well they perform as individuals.

Storming

members remain committed to the ideas they bring to the team

Surface level diversity

refers to diversity regarding observable attributes such as race, ethnicity, sex and age

Deep level diversity

refers to diversity with respect to attributes that are less easy to observe initially, but can be inferred after more direct experience

Task interdependence

refers to 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

Team viability

refers to the likelihood that the team can work together effectively into the future

Individualistic roles

reflect behaviors that benefit the individual at the expense of the team

Management teams

similar to work teams in that they are designed to be relatively permanent but focus on the integration activities of subunits across business functions

Virtual teams

teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communications - primarily email, instant messaging, and web conferencing

Team diversity

the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people

Comprehensive interdependence

the highest level of interaction and coordination among members as they try to accomplish work

Leader-staff teams

the leader makes decisions for the team and provides direction and control over members who perform assigned tasks, so this distinction makes sense in that the responsibility of the leader and the rest of the team are distinct

Team composition

the mix of people who make up the team

Conjunctive tasks

the team's performance depends on the "weakest link"

Disjunctive tasks

when tasks have an objectively verifiable best solution, the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team