Chapter 10
bureaucratic immunity
Ability to make changes without the approval of the managers
employee involvement
Meet on company time plan meetings and give advice
Linda is a manager at a local restaurant. She wants to introduce a new scheme that she thinks will improve customer satisfaction. But before this, she needs to inform her team about this. Should Linda force consensus for her new scheme? Why?
No, because insisting on consensus usually promotes affective rather than cognitive conflict.
Which of the following is one of the stages that teams pass through as they develop and grow rather than decline?
Performing
Denorming, destorming, deforming
Team will decline
self-designing teams
Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform.
Semi-autonomous work group
a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service
work team
a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes
cross-functional team
a team composed of employees from different functional areas of the organization
project team
a team created to complete specific, one-time projects or tasks within a limited time
The only type of responsibility given to traditional work groups is to:
execute a task.
Cohesiveness refers to the extent to which members of a team are experiencing job satisfaction.
false
self-managed teams
groups of employees with the authority and skills to manage themselves
Norms
how values tell us to behave
interpersonal skills
listening, communicating, and motivating
Group cohesion tends to be relatively strong at the _____ stage of team development. informing
norming
virtual teams
teams that use computer technology to tie together physically dispersed members in order to achieve a common goal
Structural accommodation
the ability to change organizational structures, policies, and practices in order to meet stretch goals
Individualism/Collectivism
the degree to which a society emphasizes individuals and their self-interests
Gainsharing
the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity
Cohesiveness
the extent to which team members are attracted to a team and motivated to remain in it
Forming
the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms
Performing
the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team
Storming
the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it
social loafing
the tendency for people to put less effort into a simple task when working with others on that task
Norming
the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop
team diversity
the variances or differences in ability, experience, personality, or any other factor on a team
Teams should NOT be used when:
there is no clear, engaging purpose.
The least amount of autonomy is found in ____.
traditional work groups
cross training
training team members to do all or most of the jobs performed by the other team members
Cognitive conflict is strongly associated with improvements in team performance, and affective conflict is strongly associated with decreases in team performance.
true
_____ refers to the emotional reactions that can occur when disagreements become personal rather than professional
Affective conflict
An organization that rewards its team members through gainsharing is _____.
sharing the financial value of performance gains