Chapter 10 – Understanding Work Teams

Question-and-Answer flashcards covering the main points of Topic 6, Chapter 10: the popularity of teams, differences between groups and teams, types of teams, the team-effectiveness model (context, composition, process), creating team players, and deciding when to use individuals rather than teams.

Why have teams become so popular in organizations?

Because they can accomplish tasks individuals cannot, are flexible and quickly reconfigured, democratize the workplace by increasing employee involvement, and foster a collaborative mindset.

How does a work team differ from a workgroup in its primary purpose?

A workgroup’s purpose is to share information and make decisions, whereas a work team’s purpose is collective performance through coordinated effort.

What five basic types of teams are contrasted in the chapter?

Problem-solving teams, self-managed teams, cross-functional teams, virtual teams, and multiteam systems.

Which four contextual factors determine whether a team is successful?

Adequate resources, effective leadership and structure, a climate of trust, and performance evaluations & rewards that recognize team contributions.

List at least five elements of team composition that affect effectiveness.

Member abilities, personality, role allocation, diversity (including organizational demography and cultural differences), team size, and member preferences.

What is ‘organizational demography’ in the context of team diversity?

It refers to the degree to which team members share common demographic attributes such as age, tenure, or education.

Are effective teams generally large or small?

Small; keeping teams limited in size helps maintain coordination, accountability, and participation.

Name at least six key team process factors that drive team effectiveness.

A common plan and purpose (with reflexivity), specific goals, team efficacy, team identity, team cohesion, accurate mental models, appropriate conflict levels, and minimal social loafing.

What does ‘reflexivity’ mean for a team?

The team’s ability to reflect on and adjust its master plan when necessary.

Define ‘team efficacy.’

The collective belief among members that the team is capable of succeeding at its tasks.

What three organisational practices help create team players?

Selecting (hiring) people with teamwork skills, training employees to develop those skills, and rewarding cooperative behaviour.

When deciding whether to assign work to an individual instead of a team, what three questions should managers ask?

1) Can the work be done better by one person? 2) Does the work create a common goal or purpose? 3) Are the prospective members interdependent in completing the task?

Why should performance evaluation and reward systems emphasize team contributions?

Because aligning rewards with team outcomes reinforces cooperative behaviour and signals that teamwork is valued.

Why shouldn’t managers automatically create a team for every task?

If the task does not benefit from interdependence, assigning it to an individual may be more efficient and effective.

Which team-composition factor concerns whether people actually like working in groups?

Member preferences.

Give two examples of resources encompassed by the ‘adequate resources’ factor in team context.

Access to information and data, sufficient equipment or technology, physical space, and enough staffing or time to complete the work.