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LO: Understand the importance of groups and teams. Distinguish between groups and teams. Describe how teams are used in organizations. Explain the differences between work groups, teams, and self-managing teams. Understand why the use of teams by organizations is increasing. Understand how the study of group dynamics has changed over time.
The scientific study of group ___ provides useful insights into how teams operate and how they can be improved.
dynamics
Groups like families, friends, and social organizations generally have a goal of enabling ____ relationships or providing affection and belonging.
interpersonal
Groups emerge from the ____ interpersonal interactions that occur between members—their group dynamics (Donnellon, 1996).
ongoing
Our participation in groups can be a powerful source of ____ belonging, meaning, and achievement.
identity
When talking about applications in work environments where people are ____ the term team is used.
interdependent
When referring to research on group ___ especially laboratory research, the term group is used.
dynamics
Teams execute tasks better, learn faster, and change more easily than ____ work structures, which are all characteristics required by contemporary organizations
Traditional
Few individuals possess all the necessary knowledge and expertise to bring a product to completion, but a team approach can integrate ___ knowledge
diverse
Design, manufacturing, marketing, and sales of the product require ____ from a variety of disciplines and support from many parts of an organization.
expertise
__is a resource that benefits teams.
diversity
Self-managing teams are given significantly more power and authority than traditional work groups and are more independent of an organization's ___
hierarchy
Team leaders can use a variety of techniques for making decisions, such as using the team to provide advice about decisions, having the team vote, or using ___ to make decisions
consensus
Teams can help manage ____ problems by linking disparate parts of organizations
coordination
Scientific management was a system that worked well but one that created problems: It alienated ___, who then became increasingly difficult to motivate
workers
According to STS, teams should be used when jobs are technically _____, rather than routine, when jobs are ____ and require coordination to perform, and when the environment is ___and requires flexibility
Uncertain, interdependent , turbulent
_____ is a scientific field that provides information useful in improving the operations of teams
Group Dynamics
T/F: Unfulfilling prior group interactions and projects lead people to approach group work with apprehension, frustration, and even hate
true
T/F: relatively little time is spent on learning about the group dynamics that effectively create and sustain teams.
true
___is defined as two or more individuals who mutually influence each other while interacting to achieve a common goal.
a group
The minimum number of members to be considered a group is resolved / unresolved
Unresolved
As group members interact, two psychological processes tend to occur:
social identification and social representation
What refers to the recognition that a group exists separately from others (creation of us VS them)
social identification
What is the shared values, ideas, and beliefs that people have about the world?
social representation
___are structured groups of people working on defined common goals that require coordinated interactions to accomplish their tasks
Teams
What is a particular type of group that requires higher levels of coordination and collaboration?
A team
What is a Team Key Feature?
members work interdependently on a common project for which they all are accountable.
Katzenbach and Smith distinguish between groups and teams based on their ___
performance results.
performance of ____ is based on individual contributions.
work groups
___ is based on both individual contributions and collective work products that manifest from joint contributions.
team performance
Effective teams have members who
are committed to their common purpose,
have specific performance goals connected to this purpose,
have the right mix of complementary skills,
have agreement on how the work will get done, and,
hold each other accountable for performance.
Decision making, situational analysis, information sharing, and self-evaluation are behaviors associated with ____
teamwork
Decades of research have identified only a handful of teamwork behaviors that appear to be universally relevant across teams or tasks. The most prevalent are:
coordination, communication, and adaptability
Teams can be defined in terms of their ____
interdependence, shared accountability, performance results, and behaviors.
What is more inclusive, the term ‘Group’ or the term ‘Team’
Group is more inclusive
(Group/Team)s have a more narrow range of size
Teams
A team operates within an organizational context and is composed of ___ people with interdependent goals, complementary skill sets, and differentiated roles
3 to 12
There are 6 types of work teams based on functions they perform. What are they?
production teams
service teams
management teams
project teams
action/performing teams
parallel teams
___teams, such as factory teams, manufacture or assemble products on a repetitive basis
Production
___teams, such as maintenance crews and food services, conduct repeated transactions with customers.
Service
___teams, composed of managers, work together, plan, develop policy, or coordinate the activities of an organization
Management
___ teams, such as research and engineering teams, bring experts together to perform a specific task and then disband.
Project
___teams, such as sports teams, musicians, military units, and surgical teams, engage in brief performances that are repeated under new conditions and that require specialized skills and extensive training or preparation.
Action or Performing
___teams are temporary ones that operate outside normal work, such as employee involvement groups and advisory committees that provide suggestions or recommendations for changing an organization.
parallel
Before the recently developed teamwork, _____ was the dominant approach
scientific management
____ : managers or technical experts analyze a task and divide it into interconnected small activity units that are then performed by individuals
Scientific management (Traditional),
Scientific management or Teamwork: each activity is linked to another activity, and individuals work separately to complete the entire task
Scientific management
Scientific management or Teamwork: focuses on productivity and often ignores concerns about quality and customer service
Scientific management
___ can be classified by their degree of virtuality—the extent to which the team is geographically dispersed and uses technology
Teams
One of the most important distinctions among types of teams is ____, or how much power and authority is allocated to the team by the organization
empowerment
Work groups, teams, or self-managing teams: part of the organization’s hierarchical system
Work groups
Work groups, teams, or self-managing teams: Group members typically work on independent tasks that are linked by the supervisor’s direction or by the work system.
Work groups
Work groups, teams, or self-managing teams; have some limited power and authority so they can operate somewhat independent of the organization’s hierarchy.
Teams
Work groups, teams, or self-managing teams; Leaders selected by management and given some managerial power
Teams
Work groups, teams, or self-managing teams; Team members’ work activities are interdependent and coordinated by the leaders.
Teams
Work groups, teams, or self-managing teams; given significantly more power and authority than traditional work groups and are more independent of an organization’s hierarchy.
Self-managing teams
Work groups, teams, or self-managing teams: Team members typically select their leaders; as a result, the leaders have limited power and must facilitate—rather than control—their teams’ operations
self-managing teams
Work groups, teams, or self-managing teams: The work of team members is highly interdependent, and all team members work together to coordinate activities.
self-managing teams
Modern organizations are shifting to ____ because of changes in the characteristics of organizations and work.
teamwork
Faced with increasing complexity, uncertainty, and ambiguity, organizations embrace teamwork as a structure that facilitates ___
learning, adaptation, and creativity
____ are essential when the goal is to innovate or improve the way a product is made or a service is provided; when the job is complex; when customer service and quality are important; or when rapid change is necessary.
Teams
To a certain extent, ___ have replaced ___, and teams now often carry out many traditional management functions.
teams, managers
Organizations using a teamwork approach are associated with (greater/lesser) operational outcomes and financial outcomes
greater
Employees on teams can experience (lesser/greater) job satisfaction, commitment, trust, and reduced turnover and absenteeism.
greater
(Teams/traditional organizational hierarchies) provide a way to integrate and coordinate the various parts of an organization and do this in a more timely and cost-effective manner than (teams/traditional organizational hierarchies)
Teams, traditional organizational hierarchies
(T/F) Teams execute tasks better, learn faster, and change more easily than traditional work structures
true
Non-routine jobs involve more complexity, interdependence, uncertainty, variety, and change than routine jobs. Jobs of this type are difficult to manage in (traditional work systems/teams) but are well suited for (teamwork/traditional work systems)
traditional work systems, teamwork
Non-routine jobs requiring teamwork are growing in many contemporary work settings like:
health care, marketing, sales, research, engineering, and design.
The work of team members is highly (dependent/interdependent), and all team members work together to coordinate activities.
interdependent
Because of social problems in the workplace, scientific management model of organizations began to be questioned when?
1920’s and 1930’s
When business experts visited Japan to see how Japanese goals had been achieved, they found that (traditional management/teamwork) in the form of quality circles seemed to be the answer.
teamwork
increased use of information technology, the downsizing of layers of management, business process reengineering, and globalization have all contributed to____
the use of teams.
What percentage of companies with 100 or more employees use some type of work teams?
85%
Because of the changing nature of teams, three issues are increasingly important:
dynamic composition,
technology and distance, and,
empowerment and delayering
(T/F) contemporary teams are often more transitory with changing membership.
true
Contemporary technological, societal, and economic changes are creating (monumental/noticeable) shifts in our work practices, organizational structures, and teams.
monumental
(T/F) many “universal” assumptions and models about teams are based on studies of just 12% of the global population
true
(T/F) Many well-established conclusions about team effectiveness DO hold true when studied in different cultures
False - they do not hold true
the presence of other people increases performance is called:
social facilitation
Lewin developed an approach called ____, where scientists develop theories about how groups operate and then use their theories in practical applications to improve the operations of groups.
action research
T/F: Theory on group dynamics is changing and becoming more sophisticated. New models focus on the dynamic conditions that help teams manage their processes
true
that there are many ways for a team to operate successfully is the definition of
equifinality.
Note
Flashcard