Organizational Behavior: Teams, Performance, and Commitment

Vocabulary flashcards covering team interdependence, team types, development models, composition, processes, states, job performance, and organizational commitment based on the lecture notes.

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.

Goal Interdependence

The degree to which team members have a shared vision of the team's goals and align their individual goals with that vision as a result.

Outcome Interdependence

The degree to which team members share in the reward that the team earns.

Pooled Interdependence

A form of task interdependence where group members complete their work assignments independently, and then this work is pooled together to produce team output; good for easy, small tasks.

Sequential Interdependence

A form of task interdependence where tasks are performed in a prescribed sequential order (e.g., Henry Ford's assembly line), with members specialized in specific tasks.

Reciprocal Interdependence

A form of task interdependence where members interact back and forth with a subset of other members to complete the team's work.

Comprehensive Interdependence

A form of task interdependence requiring the highest level of interaction and coordination among members as they work together to accomplish output.

Work Team

A team designed to produce goods or provide services, characterized by a long life span and high member involvement (e.g., sales teams).

Management Team

A team designed to integrate activities of subunits across business functions, characterized by a long life span and moderate member involvement (e.g., top management teams).

Parallel Team

A team formed to provide recommendations and resolve issues, characterized by a varying life span and low member involvement taking people from different departments (e.g., advisory council).

Project Team

A team formed to produce a one-time output, characterized by a short life span and varying member involvement (e.g., research group).

Action Team

A team that performs complex tasks that vary in duration and take place in highly visible or challenging circumstances, with varying life span and member involvement happen in response to something (e.g., surgical team, sports team).

Five Stages Model of Team Development

forming, storming, norming, performing, and adjourning stages.

Punctuated Equilibrium

patterns, experiences inertia, undergoes process revision at the midpoint, and experiences another period of inertia prior to task completion.

Agreeableness

A personality trait characterized by being cooperative and trusting, having a positive attitude, and maintaining smooth interpersonal interactions.

Conscientiousness

A personality trait characterized by being dependable and hard-working.

Extraversion

A personality trait characterized by being effective in interpersonal relationships and generally more positive and optimistic.

Surface-Level Diversity

Diversity regarding observable attributes such as race, ethnicity, sex, and age.

Deep-Level Diversity

Diversity regarding attributes that are less easy to observe initially, such as attitudes, values, and personality.

Team Composition

The mix of people who make up the team, including member roles, member ability, member personality, team diversity, and team size.

Process Gain

Getting more from the team than you would expect based on individual capabilities (synergy).

Process Loss

Getting less from the team than you would expect based on individual capabilities.

Coordination Loss

A type of process loss due to the time and effort spent coordinating with team members, including production blocking.

Motivational Loss

A type of process loss occurring when team members do not work as hard as they could, including social loafing.

Taskwork Processes

Activities of team members that relate directly to the accomplishment of team tasks, including creative behavior, decision making, and boundary spanning.

Decision Informity

The degree to which team members possess adequate information about their own task during decision-making processes.

Staff Validity

The degree to which team members make good recommendations to the leader.(within current staff)

Hierarchical Sensitivity

The degree to which the leader effectively weighs the recommendations of team members.

Ambassador Activities

Boundary-spanning communications intended to protect the team, persuade others to support the team, or obtain important resources for the team.

Task Coordinator Activities

Boundary-spanning communications intended to coordinate task-related issues with people or groups in other functional areas.

Scout Activities

Boundary-spanning behaviors team members perform to obtain information about technology, competitors, or the broader marketplace.

Transition Processes

Teamwork processes focusing on preparation for future work, including mission analysis, strategy formulation, and goal specification.

Mission Analysis

A transition process involving analysis of the team's task and the challenges facing the team.

Strategy Formulation

A transition process involving the development of courses of action and contingency plans, and adapting plans over time.

Goal Specification

A transition process involving the development and prioritization of goals related to the team's mission and strategy.

Action Processes

Teamwork processes that occur while taskwork is being performed, including monitoring progress toward goals, systems monitoring, helping behavior, and coordination.

Helping Behavior

An action process where members go out of their way to help or back up other team members.

Coordination

An action process involving synchronizing team members' activities so they mesh effectively and seamlessly.

Interpersonal Processes

Teamwork processes concerning relationship management on the team, including motivating and confidence building, and conflict management.

Motivating and Confidence Building

An interpersonal process consisting of things team members do or say to affect the degree to which members are motivated to work hard on the task.

Conflict Management

An interpersonal process consisting of activities the team uses to manage conflicts that arise in the course of its work.

Cohesion

A team state characterized by strong emotional attachment among team members

Groupthink

Trying to maintain harmony with ought considering alternate viewpoints

Potency

members believe that the team can be effective across a variety of situations and tasks.

Mental Models

The level of common understanding among team members regarding aspects of tasks

Transactive Memory

The degree to which specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team.

Job Performance

The value of the set of behaviors that contribute, either positively or negatively, to organizational goal accomplishment.

Task Performance

Behaviors directly involved in transforming organizational resources into the goods or services an organization produces (i.e., behaviors included in one's job description).

Routine Task Performance

Well-known responses to demands that occur in a normal, predictable way (e.g., flight seatbelt demonstrations).

Adaptive Task Performance

Employee responses to task demands that are novel, unusual, or unpredictable (e.g., handling flight emergencies or unruly passengers).

Creative Task Performance

The degree to which individuals develop ideas or physical outcomes that are both novel and useful (e.g., creating a new boarding system).

Citizenship Behaviors

Voluntary employee activities that contribute to the organization by improving the overall environment of the workplace, divided into organizational and interpersonal behaviors.

Organizational Citizenship Behaviors (OCBO)

voice, civic virtue, and boosterism.

Interpersonal Citizenship Behaviors (OCBI)

helping, courtesy, and sportsmanship.

Counterproductive Behaviors

Employee behaviors that intentionally hinder organizational goal accomplishment.

Production Deviance

wasting resources and substance abuse.

Property Deviance

sabotage and deviance.

Political Deviance

gossiping and incivility.

Personal Aggression

harassment and abuse.

Organizational Commitment

A desire on the part of an employee to remain a member of an organization.

Affective Commitment

A desire to stay because of an emotional attachment to, and involvement with, that organization.

Continuance Commitment

A desire to remain a member of an organization because of the costs associated with leaving it.

Normative Commitment

A desire to remain a member of an organization because of a feeling of obligation.

Psychological Withdrawal

daydreaming, looking busy, socializing, cyberloafing, and moonlighting.

Physical Withdrawal

such as tardiness, long breaks, missing meetings, absenteeism, and quitting.

Disjunctive

Person with most the ability carrying the team

Additive

not higher ability just adds more

Conjunctive

Least amount of ability

Boundary spanning

Interactions among team members and individuals and groups who aren’t apart of the group

Stars

Employed with high commitment levels and high task performance

Citizens

Employees with high commitment and low task performance

Loan wolf

Low commitment levels and high task performance

Apathetic

Low commitment and low task preformed levels

360 feedback

uses coworkers and those who don’t work with them for advice