Organizational Behavior – Chapter 10: Understanding Work Teams

15 question-and-answer flashcards covering key ideas from Chapter 10: Understanding Work Teams—including why teams are popular, differences between groups and teams, five team types, characteristics of effective teams, and managerial guidelines.

What are two reasons teams have grown in popularity within organizations?

Teams can accomplish feats individuals cannot, and they are flexible and quickly re-deployable. (Other valid reasons: they democratize the workplace, increase employee involvement, and foster a collaborative mindset).

How do the goals of a work group differ from those of a work team?

A work group’s members pursue individual goals that may differ, whereas a work team shares one clear purpose and collective goals that all members strive to achieve together.

In a work team, who is primarily accountable for performance and outcomes?

Accountability is collective—team members hold one another responsible for the team’s overall performance and results.

Name the five common types of teams described in the lecture.

Problem-solving (troubleshooting) teams, cross-functional teams, self-managed teams, virtual teams.

Which type of team brings together members from different departments to tackle tasks needing diverse expertise?

A cross-functional team.

What team type operates without a manager and shares responsibility and leadership among members?

A self-managed team.

List any two contextual factors that strongly influence whether a team will be successful.

Adequate resources; leadership and structure; climate of trust; performance evaluations and rewards (any two of these).

According to the lecture, what is the ideal size range for a high-performing team?

Roughly 5–9 members.

What term describes a team’s shared belief in its capability to succeed?

Team efficacy.

Identify three key elements of effective team processes.

Common plan and purpose (with reflexivity), specific goals, shared mental models, team identity, team cohesion, healthy conflict levels, low social loafing (any three).

What three managerial actions help an organization create team players?

Selecting (hiring) people who are team players, training employees in teamwork skills, and rewarding behaviors that support the team.

State the three questions managers should ask to decide if work should be assigned to an individual instead of a team.

1) Can one person do the work better? 2) Does the work create a common goal or purpose? 3) Are prospective members truly interdependent?

What is a virtual team, and why is cultural inclusion important for it?

A virtual team consists of members in different locations who use technology to collaborate; fostering cultural inclusion through face-to-face video, personal connections, and shared norms builds rapport and morale.

In team composition, what does “organizational demography” refer to, and why is it valuable?

It refers to the mix of members’ tenure and backgrounds; varied demography balances experience levels and broadens insights for better decision-making.

According to the implications for managers, name two characteristics shared by effective teams.

They have adequate resources and effective leadership, a climate of trust, reward systems aligned with team contributions, small size, and members who fit role demands and prefer teamwork (any two).