7. Team Dynamics Flashcards Preview

Organisational Behaviour [Trimester 3 UNE 2019] > 7. Team Dynamics > Flashcards

Flashcards in 7. Team Dynamics Deck (160)
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1

groups of two or more people with complementary skills who interact and influence each other, are mutally accountable for achieving common goals associated with organisational objective and perceive themselves as a social entity within an organisation

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) teams

e) Skunkworks

f) Virtual teams

g) Advisory teams

teams.

2

Teams that consist of employees who have similar or complementary skills and are located in the same unit of a functional structure; usually minimal task interdependence because each person works with employees in other departments. Always check citation for accuracy before use. 

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) Advisory teams

e) Skunkworks

f) Virtual teams

Departmental teams

 

3

Similar to production/service teams except (1) they are organised around work processes that complete an entire piece of work requiring several interdependent tasks; and (2) they have substantial autonomy over the execution of those tasks (i.e. they usually control inputs, flow and outputs with little or no supervision). 

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) Advisory teams

e) communities of practice

f) Virtual teams

g) taskforce

self-directed teams.

4

Usually multi-skilled, temporary teams whose assignment is to solve a problem, realise an opportunity or design a product or service. 

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) taskforce

e) Advisory teams

r) Skunkworks

g) Virtual teams

taskforce

5

Multi-skilled teams that are usually located away from the organisation and are relatively free of its hierarchy; often initiated by an entrepreneurial team leader who borrows people and resources (bootlegging) to design a product or service. 

a) Departmental teams

b) taskforce

c) self-directed teams.

d) Advisory teams

e) Skunkworks

f) Virtual teams

Skunkworks

6

Teams that provide recommendations to decision makers; include committees, advisory councils, work councils and review panels; may be temporary, but often permanent, some with frequent rotation of members.

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) Advisory teams

e) Skunkworks

f) Virtual teams

Advisory teams

7

Teams whose members operate across space, time and organisational boundaries, and are linked through information technologies to achieve organisational tasks; may be a temporary task force or a permanent service team. 

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) Advisory teams

e) Skunkworks

f) Virtual teams

virtual teams

8

Teams (but often informal groups) bound together by a shared expertise in and passion for a particular activity or interest; main purpose is to share information; often rely on information technologies as the main source of interaction. Always check citation for accuracy before use. 

a) Departmental teams

b) Production/service/leadership teams.

c) communities of practice

d) self-directed teams.

e) Advisory teams

f) Skunkworks

g) Virtual teams

communities of practice

9

Typically multi-skilled (employees have diverse competencies), team members collectively produce a common product/service or make ongoing decisions; production/service teams typically have an assembly-line type of interdependence, whereas leadership teams tend to have tight interactive (reciprocal) interdependence. 

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) Advisory teams

e) Skunkworks

f) Virtual teams

Production/service/leadership teams.

10

_____ include people assembled together, whether or not they have any interdependence or organisationally focused objective

a) Departmental teams

b) Production/service/leadership teams.

c) self-directed teams.

d) Advisory teams

e) groups

f) taskforce

g) 

groups.

11

Resources (including time and energy) expended towards team development and maintenance rather than the task. p_____ L____

process losses

12

I____ groups are the backbone of social networds

Informal groups are the backbone of social networks.

13

informal groups tend to increase an employee's s____ c____

social capital. Employees with a strong informal networks tend to hav emore power and influence because they recieve better information and preferential treatment from others, and because their talent is more visible to key decision makers.

14

The Challenges of Teams: 1. p___ L____ 2. S____ L____

1. Process losses 2. Social Loafing

15

The principle that adding more people to a late software project only makes it later. Also called the mythical man-month. B____ L__

Brook's Law

16

The problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone. s____ L____

social loafing.

17

social loafing is more common when someone's work is l___ n____. Social loafing occurs less frequently among members of v___ team m___ and whose w___ is i____.

social loafing is more common when someone's work is LESS NOTICABLE. Social loafing occurs less frequently among members of VALUE team MEMBERSHIP and whose WORK is IMPORTANT. .

18

The extent to which team members must share materials, information or expertise in order to perform their jobs. t___ i_______

task interdependence.

19

To work effectively in a team, employees must have the following competencies: 1. C_____ 2. C______ 3. C______ 4. C_____ 5. C_____ r____.

1. Cooperating 2. Coordinating 3. Communicating 4. Comforting 5. Conflict Resolving.

20

Diverse teams are susceptible to 'f____ l____' - hypothetical dividing lines that may split a team into subgroups along gender, ethnic, professional or other dimensions. f___ l____

fault lines

21

Team Composition: To work effectively in a team, employees must have the following competencies: 1. C_____ 2. C______ 3. C______ 4. C_____ 5. C_____ r____.

1. Cooperating 2. Coordinating 3. Communicating 4. Comforting 5. Conflict Resolving.

22

Effective team members actively manage the team’s work so that it is performed efficiently and harmoniously. For example, effective team members keep the team on track and help to integrate the work performed by different members. This typically requires that effective team members know the work of other team members, not just their own. C_____

Coordinating

23

Effective team members transmit information freely (rather than hoarding), efficiently (using the best channel and language) and respectfully (minimising arousal of negative emotions). They also listen actively to co-workers. C______

Communicating

24

Effective team members help co-workers to maintain a positive and healthy psychological state. They show empathy, provide psychological comfort, and build feelings of confidence and self-worth in their co-workers. C____

Comforting

25

consequently h_____ teams tend to be more effective on tasks that require a high degree of cooperation and coordination, such as emergency response activities

homogenous

26

Conflict is inevitable in social settings, so effective team members have the skills and motivation to resolve dysfunctional disagreements among team members. This requires the effective use of various conflict-handling styles as well as diagnostic skills to identify and resolve the structural sources of conflict. C___ r____

Conflict resolving

27

fault lines hampen team effectiveness by reducing the motivation to c____ and c____ with teammates on the other side of the invisible divisions.

communicate and coordinate.

28

Stages of team development: 1. F_____ 2. s_____ 3. n_____ 4. p_____ 5. a_____

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

29

During this stage of team development is marked by interpersonal conflict as members become more proactive and compete for various team roles. Members try to establish norms of appropriate behaviour and performance standards.

a) Forming 2. storming 3. norming 4. performing 5. adjourning.

storming stage

30

During this stage of team development is marked by interpersonal conflict as members become more proactive and compete for various team roles. Members try to establish norms of appropriate behaviour and performance standards. s____ s___

storming stage