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EPISTEMIC MOTIVATION

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Team's desire to develop a thorough understanding of a situation.

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DELEGATION

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The handing over of the responsibility and authority required to accomplish a task without relinquishing final accountability

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MCGREGOR METHOD AND THEORY Y

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High involvement strategies in which employees make decisions about work activities as well as organizational direction

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COMMITMENT ORGANIZATIONS

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Teams are encouraged to form, power is not hierarchical and the organization has a deliberately flat structure

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LEADERSHIP PARADOX

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Business leaders need to clear sighted, independent minded, tough minded and yet in the current climate flexible and in possession of considerable self-awareness and emotional intelligence.

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TRANFORMATIONAL LEADERSHIP

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Developmental and usually begins with a transactional approach

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TRANSACTIONAL LEADERSHIP

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Depends on the leader's power to reinforce subordinates (team members) for their successful completion of the bargain (task)

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CREATIVITY OR IDEATION

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Production of novel and useful ideas-the ability to form new concepts using existing knowledge.

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INNOVATION

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Realization of novel and useful ideas in the form of products and services.

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DIVERGENT THINKING

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Does not require a single , correct answer, moves outward from the problem in many directions and involves thinking without boundaries.

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CONVERGENT THINKING

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Thinking that proceeds toward a single answer.

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ENTITY THEORY

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Asserts that leaders are born, and not made.

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INCREMENTAL THEORY

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Claims that leadership skills can be learned and leaders can develop.

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LEADERSHIP

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Not the same as management. Relationship between the leader and the led that can energize a team or organization. Leadership is the ability to influence people to achieve the goals of a team. The ability to influence people to achieve the goals of a team. Defining characteristic of leadership is the point of view that the leader of the team adopts.

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MANAGEMENT

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Function that must be exercised in any business or team.

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BRAINSTORMING

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Creative thoughts generated. Criticism is ruled out, freewheeling is welcome, quantity is desired, combination and improvement of ideas are encouraged.

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SOCIAL LOAFING

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Tendency for people to slack off-not work as hard in a group as they would alone.

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CONFORMITY

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Can occur even when group members are concerned that others in the group will be critical of their suggestions, despite instructions designed to minimize such concerns.

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PRODUCTION BLOCKING

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Occurs when group members cannot express their ideas because others are presenting their ideas.

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TASK CONFLICT (COGNITIVE CONFLICT)

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Involves disagreements about the work that is being done in a group.

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PROCESS CONFLICT

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Centers on disagreements that team members have about how to

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TEAM DILEMMA

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Choice between individual and group interest

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COALITION

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Large group of two or more members

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MANAGEMENT INTRODUCTION -MISSION STATEMENT

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What the team stands form

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MANAGEMENT INTRODUCTION -VALUE AND PRICE

answer

...

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MANAGEMENT INTRODUCTION - CHANNEL OF DISTRIBUTION

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Non overlapping, Distributed, partial overlap, Fully shared

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MANAGEMENT INTRODUCTION-HISTORICAL CYCLE OF US BUSINESS

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...

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WHAT IS TEAM DEFINITION -SHARED GOAL

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Common goal

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WHAT IS TEAM DEFINITION-INTERDEPENDENCE

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Team members cannot achieve their goals single handedly but instead must rely on each other to meet shared objectives

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WHAT IS TEAM DEFINITION - BOUNDED AND STABLE

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Team has an identifiable membership, members as well as nonmembers, know who is on the team. Stability refers to the tenure of membership.

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WHAT IS TEAM DEFINITION -SELF-MANAGEMENT

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Improve productivity, quality, savings, and employee morale, as well as contribute to reduction in absenteeism and turnover.

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WHAT IS TEAM DEFINITION-SOCIAL CONTEXT

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Teams are not islands unto themselves. Teams often need to draw upon resources from outside the team and vice versa.

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TYPES OF TEAMS IN ORGANIZATIONS-MANAGER LED TEAM

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Manager makes decision (final) watches synergy/protects

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TYPES OF TEAMS IN ORGANIZATIONS -SELF MANAGING TEAMS

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Manager sets goal advantages/disadvantages

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TYPES OF TEAMS IN ORGANIZAITONS -SELF DIRECTING TEAMS

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Self Designing Teams Goal and Process autonomy. Set own schedule, pick team members, set own goals.

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CRITICAL SUCCESS FACTOR -CLEAR DIRECTION

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Establish clear, well understood path

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CRITICAL SUCCESS FACTOR- REAL TASK

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Coordinate and synchronize activities, information, and task interdependencies between team members

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CRITICAL SUCCESS FACTOR -TEAM REWARDS

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Communicate clearly what they are and who is able to receive them.

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CRITICAL SUCCESS FACTOR - RESOURCES

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KSA-Knowledge, Skills, Ability

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CRITICAL SUCCESS FACTOR - AUTHORITY TO MANAGE WORK

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Appropriate people doing the appropriate job/task

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CRITICAL SUCCESS FACTOR - WELL-ARTICULATED GOALS, PERFORMANCE, DEADLINES

answer

Establish specific , challenging, and accepted team goals

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CRITICAL SUCCESS FACTOR - STRATEGY NORMS

answer

...

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TEAM BUILDING SKILLS - ACCURATE DIAGNOSIS OF TEAM PROVLEMS

answer

Identify a preexisting baseline or control group that is a comparison group and look for differences between the two or do an experiment in which you provide different information, education, communication and so on to one group randomly assigned but not the other.

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TEAM BUILDING SKILLS RESEARCH BASED INTERVENTION

answer

Based on scientific theory. Evidence based management.

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TEAM BUILDING SKILLS EXPERT LEARNING

answer

Skills, education, social facilitation, flow, stress

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MODEL OF SUCCUCESSFUL TEAM PERFORMANCE - TEAM CONTEXT

answer

Larger organizational setting. Performance Equation-AP=PP+S-T (Actual productivity is a result of potential + synergy minus threats.

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MODEL OF SUCCESSFUL TEAM PERFORMANCE- ORGANIZATIONAL CONTEXT

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Larger organizational setting within which the team does its work

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MODEL OF SUCCESSFUL TEAM PERFORMANCE - TEAM DESIGN

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Functional roles in team

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MODEL OF SUCCESSFUL TEAM PERFORMANCE - TEAM CULTURE

answer

Personality of the team (norms). Norm is a generally agreed-upon set of rules that guides behavior of team members. Informal and unwritten.

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CONDITIONS FOR TEAM PERFORMANCE-KNOWLEDGE SKILL ABILITY-TEAM MEMBER SKILLS

answer

Education, social facilitation, expertise

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CONDITIONS FOR TEAM PERFORMANCE-LEARNING CURVE EXPERTISE

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The physical presence of other people is stimulation and this greater arousal acts as a motivator on behavior for well learned behaviors but hinders performance for less well learned behaviors.

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CONDITIONS FOR TEAM PERFORMANCE KNOWLEDGE SKILL ABILITY-SOCIAL FACILITATION VS. SOCIAL INHIBITION

answer

...

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CONDITIONS FOR TEAM PERFORMANCE KNOWLEDGE SKILL ABILITY -STRESS VS. CHALLENGE

answer

...

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MOTIVATION AND EFFORT- MOTIVATIONAL GAINS KOHLER EFFECT

answer

Less capable work harder

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MOTIVATIONAL AND EFFORT - SOCIAL LOAFING

answer

Motivational losses

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MOTIVATUIONAL AND EFFORT- FREE RIDERS

answer

Benefit from the efforts of others while contributing little or nothing themselves

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MOTIVATIONAL AND EFFORT-DIFFUSION OF RESPONSIBILITY

answer

Person's effort and contributions are less identifiable than when that person works independently.

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MOTIVATIONAL AND EFFORT-DISPENSABILITY OF EFFORT

answer

...

question

MOTIVATIONAL AND EFFORT - SUCKER AVERSION

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Common concern held by team members is whether someone will be left doing all of the work and getting little or no credit.

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MOTIVATIONAL AND EFFORT - ENHANCING TEAM PERFORMANCE (IDENTIFIABLITY, INVOLVEMENT, COHESION)

answer

Increase identifiability, Promote involvement

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MOTIVATIONAL AND EFFORT - RESPONSIBILITY, TEAM CHARTERS, PERFORMANCE REVIEWS/FEEDBACK, "RIGHT" STAFFFING LEVLES

answer

Provide clear and regular feedback

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COORDINATION STRATEGIES-SINGLE DIGIT TEAMS

answer

Teams should have fewer than 10 members

question

COORDINATION STRATEGIES -AGENDA

answer

Members need clear sense of where they are going and how they will get there

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COORDINATION STRATEGIES - TRAIN TOGETHER

answer

Work more efficiently

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COORDINATION STRATEGIES - PRACTICE

answer

Team requires more than individuals

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COORDINATION STRATEGIES - MINIMIZE LINKS IN COMMUNICATION

answer

Direct communication with the intended recipient is best

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COORDINATION STRATEGIES - CLEAR PERFORMANCE STANDARDS

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Every team needs clear performance standards.

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PERFORMANCE CRITERIA -PRODUCTIVITY

answer

AP=PP+S-T Actual productivity is a result of potential +synergy minus threats

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PERFORMANCE CRITERIA - COHESION

answer

Process that keep members of a team united

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PERFORMANCE CRITERIA - LEARINING

answer

Important/provide opportunities for members to develop new skills

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PERFORMANCE CRITERIA- INTEGRATION

answer

Perspective of the larger organization

question

TEAM PERFORMANCE CRITERIA-TASK DEMANDS

answer

Requirements

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TEAM PERFORMANCE CRITERIA- RESOURCES

answer

Relevant skills, abilities, and tools

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TEAM PERFORMANCE CRITERIA - PROCESS

answer

Methods to completion

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TEAM PERFORMANCE CRITERIA - SYNERGY

answer

Team work

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TEAM PERFORMANCE CRITERIA - PERFORMACE THREATS

answer

Anything that can go wrong

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REWARDING TEAMWORK - TYPES

answer

Incentive Recognition Profit Sharing Gainsharing

question

REWARDING TEAMWORK- TEAM PERFORMANCE APPRAISAL WHAT IS MEASURED

answer

Job based pay, skill based pay, competency based pay

question

REWARDING TEAMWORK - WHO DOES THE MEASURING 360 DEGREE MULTIRATER FEEDBACK VARIOUS BIAS

answer

Suppliers, superior, customers, subordinates, other team members

question

BUILDING THE TEAM -TASKS

answer

What has to be done

question

BUILDING THE TEAM - PEOPLE

answer

Who is ideally suited to do the work

question

BUILDING THE TEAM - PROCESSES AND PROCEDURES

answer

How to work together

question

BUILDING THE TEAM - GOAL AUTHORITY FOCUS ON WORK

answer

...

question

BUIDLING THE TEAM - ROLES AND RESPONSIBILITES

answer

...

question

BUIDLING THE TEAM - ROLES TECHNICAL TASK INTERPERSONAL

answer

Task-controlled /secrecy/diversity

question

BUILDING THE TEAM-IMPORTANCE OF DIVERSITY IN THE TEAM

answer

Improved team performance, expanded talent pool, mulit viewpoints, competitive advantage

question

BUILDING THE TEAM PROCESSES AND STRUCTURE NORMS (BEHAVIOR) BEHAVIOR INTEGRATION

answer

How clearly the group's processes are articulated by team leaders and the organization and the extent to which they are closely adhered to by team members.

question

CHAPER 5 ARE WE A TEAM-ENTIATIVITY

answer

ENTITY IDENTITY - (RELATIONAL AND COLLECTIVE Self actualization responsibility up to self enhancement-we want to do something. Collective-belief that group can do it.

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CHAPTER 5 ARE WE A TEAM FUSED PEOPLE FUSION GROUP SERVING ATTRIBUTIONS (JUDEGEMENTS)

answer

Group Entitativity refers to the degree to which people perceive themselves and others to be unified single team or collective

question

CGH 5 ARE WE A TEAM GROUP POTENCY AND COLLECTIVE EFFICACY

answer

Emotional attraction among group members ties that bind the group

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CH 5 ARE WE A TEAM COHESION

answer

Emotional attractions among group members

question

CH 5 ARE WE A TEAM OVERERT SIGNS

answer

...

question

CH 5 ARE WE A TEAM - CONFOMITY

answer

...

question

CH 5 ARE WE A TEAM - PRODUTIVITY

answer

...

question

CH 5 ARE WE A TEAM - TEAM NORMS

answer

...

question

CH 5 ARE WE A TEAM BUIDLING COHESION

answer

Build Identity -what the team stands for

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CH 5 ARE WE A TEAM- PHYSICAL PROXIMITY

answer

Make it easy for the team to be close together

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CH 5 ARE WE A TEAM - SIMILARITIES

answer

Focus on similarities among team members

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CH 5 ARE WE A TEAM- SPIN THE PERFORMANCE (SUCCESS)

answer

Put a positive spin on the team's performance

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CH 5 ARE WE A TEAM - CHANLLENGES

answer

External pressure/ rewards for team performance

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CH 5 ARE WE A TEAM TRUST NATURE OF TRUST IN TEAM BUIDLING

answer

INCENTIVE BASED FAMILIARITY SIMILARITY SOCIAL NETWORKS IMPLICIT PSYCHOLOGICAL SAFETY (LEVEL OF SAFETY AND TRUST)

question

CH 5 ARE WE A TEAM TEAM DEVELOPMENT AND SOCIALIZATION

answer

Group Socialization Phases of Group Socialization-Evaluation, Commitment, Role Transition, Old Timers and Newcomers, Turnover. Time in Teams

question

CH 5 ARE WE A TEAM ROLE NEGOTIATIONS

answer

...

question

CH 5 ARE WE A TEAM- STATUS COMPETITION

answer

Process by which people acquire the authority and legitimacy to influence their team.

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CH 5 ARE WE A TEAM - SOLO STATUS

answer

Critical for team members not to overestimate their status in their group.

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CH 6 TEAM MIND

answer

ACTIVE LISTENING EMOTIONS, REPETITION, VERBAL AND NON VERBAL

question

CH 6 TEAM MIND - HIDDEN PROFILE

answer

Definition-superior decision authority alternative but hidden from group members Apparent Solution Upon Definition Hidden Profile Leads to Action

question

CH 6 TEAM MIND - COLLECTIVE INTELLIGENCE

answer

Transactive Memory System Definition Tacti Coordination Training of Work Groups to Build TMS

question

CH 6 TEAM MIND - TEAM DEVELOPMENT FOR TMS

answer

Work Planning Optimizing Human Resources Monitor Stress Train Together Plan for Turnover

question

CH 6 TEAM MIND TEAM LEARNING

answer

Environment Newcomers and rotators Longevity/Rountinzation vs. Innovation

question

CH 7 DECISION MAKING

answer

INDIVIDUAL DECISION MAKING FRAMING BIAS AND OVERCONFIDENCE

question

CH 7 DECISION MAKING GROUP DECISION MAKING BIAS

answer

Groupthink-team members place concensus above all other priorities including good judgement Escalation of Commitment Abilene Paradox Polarization Unethical Decision Making

question

CH 8 CONFLICT - ASSUMPTION INEVITABLE AND PRODUCTIVE

answer

RELATIONAL Conflict-relationship conflict is personal, defensive and resentful

question

CH 8 CONFLICT - CULTURAL CONFLICT

answer

Proportional levels Perceptual task

question

CH 8 CONFLICT - MANAGING CONFLICT

answer

Focus on content. Rational of assignments. Tasks matched to talents

question

CH 8 CONFLICT -CONFLICT INTERVENTION MODEL

answer

Team Design Team Process Conflict Process Individual Change

question

CH 8 CONFLICT CROSS FUNCTIONAL TEAMS AND CONFLICT

answer

Functional Diversity Breadth of Representation

question

CHAPTERR 9 CREATIVITY

answer

No empirical evidence that Teams are more creative than individuals.

question

CHAPTER 9 CREATIVTY DEFS

answer

Creativity Ideation Novel or Useful ideas in products or services Innovation Concept of structural connectedness: ideas that work with existing products or services

question

CH 9 CREATIVITY GENERAL CONCEPT DOMAIN

answer

(Sign-cross arrow) Realistic, Creative, Conservative, Idealistic

question

CH9 CREATIVITY CONVERGENT VS DIVERGENT THINKING

answer

A require answer vs. submits alternatives to the same problem

question

CH 9 CREATIVITY EXPLORATION/EXPLOITATION

answer

Many answers many questions many failures. Execution of an idea. Space

question

CHAPTER 10 NEW WORKING, SOCIAL CAPITAL AND INTEGRATING ACROSS TEAMS

answer

Boundaries Insulating Teams Broadcasting Teams Marketing Teams

question

CH 10 NEW WORKING

answer

Surveying Teams X Teams External Roles of Team Members

question

CH 10 NEW WORKING continued

answer

Networking A key to successful teamwork

question

CH 10 NEW WORKING, SOCIAL

answer

Communication Human Capital and Social Capital Boundary Spanning Cliques v. Boundary Spanning Networks

question

CH 10 NEW WORKING, SOCIAL cont

answer

Group Social Capital Leadership ties Increasing Your Social Captial

question

CH 10 NEW WORKING, SOCIAL ..CONTINUED

answer

Analyze your network Types of ties in teams Knowledge valuation

question

CHAPTER 11 LEADERSHIP

answer

Leadership and Nature Nature vs. Nurture Intelligence Leadership Personality and Leadership

question

CH 11 LEADERSHIP CONTINUED

answer

Birth Order Gender and Leadership Random Selection

question

CH 11 LEADERSHIP -STYLES

answer

Task vs Person Transactional vs. Transformational-(TF=goals that go beyond the tasks of the team) Active vs. Passive Styles Autocratic vs. Democratic

question

CH 11 LEADERSHIP AND THE USE OF POWER

answer

Power is the ability of a person to control the outcomes of another person in a relationship.

question

CH 11 LEADERSHIP (continued)

answer

Participative Mgm- Task Delegation Parallel suggestion involvement Job Involvement Organizational Involvement

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