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