K Chapter 8: Groups and Teams

Teams

groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization

self-managed teams

have collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals

Norms

shared attitudes, opinions, feelings or behaviors that guide individual and group behavior

social loafing

tendency for individual effort to decline as group size increases

team adaptive capacity

the ability to make needed changes in response to demands put on the team

group cohesiveness

the degree to which group members are attracted to one another and share the group's goals

task interdependence

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

outcome interdependence

the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

virtual teams

work across time, space, and organizational boundaries to achieve common goals

cross-functional team

a team composed of employees from different functional areas of the organization

formal group

assigned by organizations or their managers to accomplish specific goals

Groups

collections of two or more individuals with low or no task dependency, who are not accountable to each other for their work, and who may or may not assemble for a specified period of time

team performance strategies

deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

team charters

describe how the team will operate, such as processes for sharing information and decision making (teamwork)

team composition

describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members

punctuated equilibrium

Pattern of evolution in which long stable periods are interrupted by brief periods of more rapid change

task roles

enable the work group to define, clarify, and pursue a common purpose

contractual trust

- trust of character - do people do what they say they are going to do?

Three C's of Team Players

Committed Collaborative Competent

informal group

Members' overriding purpose for meeting is friendship or a common interest

Interdependence

The extent to which team members rely on each other to complete their work tasks

Tuchman's 5 Stage Model of Team Development

forming, storming, norming, performing, adjourning

maintenance roles

foster supportive and constructive interpersonal relationships

trust

The willingness to be vulnerable to an authority based on positive expectations about the authority's actions and intentions

competence trust

Trust of capability. How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

communication trust

Trust of disclosure. How well do people share information and tell the truth?

four basic types of task independence

pooled, sequential, reciprocal, comprehensive