OBHR 330 Exam 3

team

Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose

True

T/F: interactions among team members revolve around deeper dependence on one another than interactions within groups

True

T/F: interactions within teams occur with a specific task-related purpose in mind

work team

-produce goods or provide services

- examples: maintenance team, sales team, production team

management team

-integrate activities of subunits across business functions

-examples: top management team

parallel team

- provide recommendations and resolve issues

- examples: quality circle, committee, advisory council

project team

- produce a one-time output (product, service, plan , design, etc.)

- product design team, research group, planning team

action team

-perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

- surgical team, musical group, sports team

forming, storming, norming, and performing

What are the 4 stages of team development?

puncuated equilibrium

A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time.

task interdependence

The degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team.

4 types of task interdependence

pooled interdependence, sequential interdependence, reciprocal interdependence, and comprehensive interdependence

pooled interdependence

A form of task independence in which group members complete their work assignments independently, and then their work is simply added together to represent the group's output.

sequential interdependence

A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence

reciprocal interdependence

A form of task interdependence in which group members interact with only a limited subset of other members to complete the team's work.

comprehensive interdependence

A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

surface-level diversity

Diversity of observable attributes such as race, gender, ethnicity, and age.

deep level diversity

Diversity of attributes that are inferred through observation or experience, such as one's values or personality.

surface-level

____-______ diversity may have negative impact in short run because of similarity-attraction issues

faultlines

complication in diverse groups where subgroups develop based on similar surface-level attributes

deep-level

time increases negative effects of _____-_____ diversity on teams

Forming

The first stage of team development, during which members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who's in charge.

Storming

The second stage of team development, during which conflict occurs due to members' ongoing commitment to ideas they bring with them to the team.

Norming

The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate.

Performing

The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress toward goals.

team task roles

Behaviors that directly facilitate the accomplishment of team tasks

team-building roles

Behaviors that influence the quality of the teams social climate

individualistic roles

Behaviors that benefit the individual at the expense of the team.

process gain

When team outcomes are greater than expected based on the capabilities of the individual members.

relationship conflict

Disagreements among team members with regard to interpersonal relationships or incompatibilities in personal values or preferences.

task conflict

Disagreements among members about the team's task

4 rules of brainstorming

-Express ALL ideas that come to mind (no matter how strange)

-Go for quantity of ideas rather than quality

-Don't criticize or evaluate the ideas of others

-Build on the ideas of others

advantages of nominal group technique

-Decreases social loafing and production blocking

-Reduces evaluation apprehension and conformity pressures

-Maintains a high degree of task focus due to structure

disadvantages of nominal group technique

-Team cohesion tends to be lower because the structure minimizes interaction

-Lack of opportunity to "trigger" ideas or build on others

-Tally up ideas at the end (potential for negative attitudes towards chosen idea)

nominal group technique

A team process used to generate creative ideas, whereby team members individually write down their ideas and then take turns sharing them with the group.

social loafing

A type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes.

-personal accountability for tasks

- stepladder technique (members added one at a time)

what can be done to minimize social loafing?

Groupthink

the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives

ways to avoid groupthink

encourage an open climate, avoid isolation of the group, assign member the role of critical evaluator, avoid being too directive

team states

Refer to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together

Cohesion and Potency

2 team states

cohesion

________ happens when members of teams develop strong emotional bonds to other members of their team and to the team itself

potency

Refers to the degree to which members believe that the team can be effective across a variety of situations and tasks

Leadership

the use of power and influence to direct the activities of followers toward goal achievement

what all leaders share

-ability to influence others

- goal oriented

-followers

- importance of the first follower

legitimate, reward, coercive, expert, referent

what are the 5 types of power?

organizational power

consists of legitimate, reward, and coercive power

personal power

expert and referent power

legitimate power

A form of organizational power based on authority or position.

reward power

A form of organizational power based on the control of resources or benefits.

coercive power

A form of organizational power based on the ability to hand out punishment.

expert power

A form of organizational power based on expertise or knowledge.

referent power

A form of organizational power based on the attractiveness and charisma of the leader.

rational persuasion

the use of logical arguments and hard facts to show the target that the request is a worthwhile one

consultation

occurs when the target is allowed to participate in deciding how to carry out or implement a request

inspirational appeal

a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction

collaboration

used by attempting to make it easier for the target to complete the request

organizational politics

Individual actions directed toward the goal of furthering a person's own self-interests

negotiation

Process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences.

Distributive and Integrative Bargaining

2 main types of negotiation

Distributive Bargaining

involves win-lose negotiating over a "fixed-pie" of resources

Integrative Bargaining

aimed at accomplishing a win-win scenario

accommodating

-A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way

-(low assertiveness, high cooperation)

collaboration

-Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes

-(high assertiveness, high cooperation)

-most effective but most difficult to achieve

faultlines

complication in diverse groups where subgroups develop based on similar surface-level attributes

Leader-Member Exchange Theory

A theory describing how leader-member relationships develop over time on a dyadic basis.

"high-quality" leader-member exchange

-marked by frequent exchange of information, influence, latitude, support, and attention

- high levels of mutual trust, respect, and obligation

initiating structure and consideration

2 dimensions of day-to-day leadership

initiating structure

A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment

consideration

A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

autocratic style

A leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.

consultative style

A leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision himself or herself.

facilitative style

A leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's.

delegate style

A leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions

time-driven model of leadership

A model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation

Transformational Leadership

A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

laissez-faire leadership

a form of "leadership" characterized by a general failure to take responsibility for leading

Passive management-by-exception

When the leader waits around for mistakes and errors, then takes corrective action as necessary

active management-by-exception

When the leader arranges to monitor mistakes and errors actively and takes corrective action when required.

contingent reward

When the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance.