MGMT 310 – Chapter 17 – Flashcards

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Your team is most likely to succeed when team members:
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Show active participation in discussions
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You can make an effective contribution to your team if you:
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Engage in constructive conflict with the team members
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Which trait(s) do you tend to display by being a conservative, dominant, or stalling team member?
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Reducing morale and teamwork
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Task ________ refers to the amount of information that must be processed to understand the task, the degree of uncertainty about possible outcomes, the presence of many subtasks that require a range of skills and knowledge, or the absence of standardized procedures to conduct the task
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Complexity
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What orients team members toward their priorities and help them understand how their work fits in the bigger picture?
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Task objectives
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The optimal size of a team should be:
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Determined by the task
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Jim is a marketing manager in an organization. Nick and Alex are the executives from the marketing department who report to Jim on the progress of an ongoing project. This scenario is best exemplifies a ________ team.
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Vertical
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________ teams are composed of employees from about the same hierarchical level but from several different departments in the organization
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Horizontal
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Teams that determine their own objectives and the methods by which to achieve them are known as ________ teams
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Self-directed
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Tim, George, and Mark are team members of the HR department working on the same project from three different locations. They rely only on telephone calls and e-mails to interact with each other and to report to James who is the project manager. This scenario best exemplifies a ________ team
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Geographically distributed
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What should a manager typically do during the forming stage of team development?
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Provide resources
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--- inhibit the team and its members from achieving their objectives
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Blocking behaviors
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What statement about boundary managers is true?
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Boundary managers persuade top management to support the team's work
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The stage that occurs when a team has completed its task and the team is disbanded
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Adjourning stage
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A manager who determines how the team will work with clients, upper management, and others who have an interest in the team's product. They buffer the team from organizational infighting, persuade top management to support the team's work, and coordinate and negotiate with other groups on work deadlines
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Boundary manager
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Teams that use a significant amount of face-to-face communication to make operating decisions. They operate in close proximity to one another, engage in a lot of social interaction, and provide quick feedback on the team's progress to one another
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Collocated teams
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The action of people behaving in line with a group's expectations and beliefs
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Conformity
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The stage that occurs when team members define the task that is to be done and how that task is to be accomplished, setting the ground rules for the team
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Forming stage
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Teams that are made up of geographically or organizationally dispersed members who rely heavily on electronic tools such as e-mail, fax, voice mail, telephone, and videoconferencing to interact with one another
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Geographically distributed teams
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Teams composed of employees from about the same hierarchical level but from several different departments in the organization
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Horizontal teams
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Teams in which the manager acts as the team leader
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Manager-led teams
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The stage that occurs when team members uncover ways to create new standards that encourage more collaborative behavior
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Norming stage
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The extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives
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Participation
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The stage that occurs when team members adopt and play roles that enhance the activities of the group
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Performing stage
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Teams that determine their own objectives and the methods by which to achieve them
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Self-directed teams
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Disengaging from the team process and failing to contribute to the team's recommendations or other deliverables
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Social loafing
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The stage that occurs when team members experience conflicts about interpersonal issues and differences in perspectives
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Storming stage
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The amount of information that must be processed to understand the task, the degree of uncertainty about possible outcomes, the presence of many subtasks that require a range of skills and knowledge, or the absence of standardized procedures to conduct the task
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Task complexity
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The extent to which group members need to work with and rely on each other to produce the collective work of the group
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Task interdependence
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Issues that orient team members toward their goals and priorities and help them understand how their work fits in the bigger picture
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Task objectives
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A group of two or more people with complementary skills who are committed to working together to achieve a specific objective
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Team
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Expected team behaviors
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Team norms
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Teams composed of a manager and his or her subordinates in the formal chain of command, usually in one functional department
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Vertical teams
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Tasks which require the interdependent perspectives of many individuals are better suited for:
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Teams
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The most effective --- develop a common purpose and have members who are aligned in their pursuit of that purpose
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Teams
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As a task grows in ---, one individual is not likely to possess the required knowledge and ability to complete the task or solve the problem
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Complexity
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While individual team members may complete portions of the larger task independently, effective teams have tasks that are ---
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Interdependent
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--- is sometimes inherent in the tasks themselves
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Task interdependence
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In addition to having a complex and interdependent task, effective teams also have a --- that motivates team members and a specific timeline for task completion, all of which are established through the development of task objectives
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Clear direction
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The ability to work well with others, openness to new ideas, supportiveness, action orientation, and a positive style are all important --- that should be considered as part of designing an effective team
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Interpersonal skills
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effective teams include members who possess a shared sense of ---: each one carries his or her weight and contributes to the team's objectives
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Mutual accountability
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As the size of a team increases beyond ---, the tendency to collaborate decreases as coordination activities increase
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20 members
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Team members' roles should always be clearly specified to ensure:
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Team effectiveness
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In manager-led teams, --- have the greatest amount of control over team members and the work they perform
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Leaders
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When manager-led teams are ---, a multiperspective approach to problem solving can be used
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Cross-functional
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While many believe that manager-led teams are most efficient, organizations that use --- empower their workers by giving every team member authority and responsibility for team building and team progress
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Self-directed teams
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Teams at Whole Foods represent:
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Collocated teams
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Research shows that --- can facilitate collaboration and teamwork
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Face-to-face interaction
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Establishing trust, making connections, and committing to a shared team experience are all important in developing --- among team members
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Relationships
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Given the breadth and depth of their personal and professional experiences, --- tend to produce more creative and innovative solutions over the long term than do teams with more homogenous members
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Diverse team members
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--- teams tend to possess a common language and approach that facilitate and accelerate the group process
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Homogenous
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--- tend to struggle with group identity and process in the short term as its members have a limited base of mutual knowledge and experiences
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Diverse teams
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it is critical that an individual's view of himself or herself is --- with the team's view of him or her
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Consistent
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Forming is the --- stage of team development
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1st stage of team development
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Storming is the --- stage of team development
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2nd
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Norming is the --- stage of team development
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3rd
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Performing is the --- stage of team development
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4th
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Adjourning is the --- stage of team development
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5th
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At the --- of the team's life, team members begin to search for new ideas and adopt new perspectives on their work in a push to complete the task on time
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Midpoint
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When, where, and how often to have meetings; includes expectations for attendance, timeliness, and preparation
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Meeting norms
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Standards, deadlines, distribution of work, work review process, and accountability (addressing those who do not follow through on their commitments)
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Working norms
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When communication should take place, who is responsible, how it should be done, and how to discuss feelings about the team or members especially in regard to issues of conflict
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Communication norms
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What leadership structure should be used and how leadership should be exercised
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Leadership norms
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Treating others with mutual respect and being considerate of members' needs
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Consideration norms
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The three main components of the --- are: purposeful and rigorous decision making, effective participation and meaningful influence, and constructive conflict
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Team process
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A strong team process should encourage --- and --- among members
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Critical thinking, debate
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An imbalance of influence or participation can lead to:
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Blocking behaviors
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Although --- may speed up the decision-making process, it often results in less than ideal or even negative outcomes
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Conformity
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To create a ---, team members should model openness and curiosity, explicitly acknowledge when the team lacks answers, ask questions showing that input is appreciated, and reward learning
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Safe learning environment
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The intention of --- is exploration, discovery, and insight, but the purpose of dialogue is to help team members come to a pressing conclusion, decision, or plan
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Dialogue
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For teams to be effective, they must: produce --- for the organization, --- team members, and enhance the --- of team members to work well together in the future
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Meaningful results, satisfy, abilities
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The team's --- (i.e., the product, service, or decision) should meet or exceed the standards of quantity, quality, and timeliness expected by the team's --- (i.e., the people who receive, review, or use the output)
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Output, clients
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Some team members may use their involvement with the team to support a private or personal:
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Agenda
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Member motivation must be developed and ---, while problems with confusion and coordination are ---
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Sustained, minimized
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--- effectively requires that you have a good track record of career success, but it also requires that you gain the respect and commitment of your team members
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Leading a team
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While key constituents are typically individuals inside the organization, such as managers and executives, others outside the organization (customers) could be --- by the team's final product or recommendations
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Impacted
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Generally, the most effective teams maintain --- with outsiders such as managers, executives, and customers, apprising them of the team's progress and utilizing their input when making team decisions
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Significant contact
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--- buffer the team from organizational infighting, persuade top management to support the team's work, and coordinate and negotiate with other groups on work deadlines
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Boundary managers
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--- play a key role in deciding what needs to be done to ensure that the team understands the positions of others outside the team
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Boundary managers
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Running a team whose members are not in the same location poses significant challenges to building:
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Team effectiveness
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--- should agree on how they will communicate, how they will engage all members in the decision-making process, and how they will deal with conflict
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Team members
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--- are more effective than groups for complex tasks, when the task requires a diversity of interdependent perspectives and expertise, and/or requires buy-ins from multiple constituencies
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Teams
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--- have shared leadership roles, individual and mutual accountability, specific purpose to the team, complex and interdependent tasks, collective work products, and open-ended discussions
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Teams
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--- have a clearly focused leader, individual accountability, purpose which is the same as the organization's mission, straightforward and independent tasks, individual work products, and predetermined work structures
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Work groups
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