Team Building Terms Test Questions

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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
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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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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
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Establish specific , challenging, and accepted team goals
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CRITICAL SUCCESS FACTOR – STRATEGY NORMS
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TEAM BUILDING SKILLS – ACCURATE DIAGNOSIS OF TEAM PROVLEMS
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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
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Based on scientific theory. Evidence based management.
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TEAM BUILDING SKILLS EXPERT LEARNING
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Skills, education, social facilitation, flow, stress
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MODEL OF SUCCUCESSFUL TEAM PERFORMANCE – TEAM CONTEXT
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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
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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
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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
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CONDITIONS FOR TEAM PERFORMANCE KNOWLEDGE SKILL ABILITY -STRESS VS. CHALLENGE
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MOTIVATION AND EFFORT- MOTIVATIONAL GAINS KOHLER EFFECT
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Less capable work harder
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MOTIVATIONAL AND EFFORT – SOCIAL LOAFING
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Motivational losses
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MOTIVATUIONAL AND EFFORT- FREE RIDERS
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Benefit from the efforts of others while contributing little or nothing themselves
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MOTIVATIONAL AND EFFORT-DIFFUSION OF RESPONSIBILITY
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Person’s effort and contributions are less identifiable than when that person works independently.
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MOTIVATIONAL AND EFFORT-DISPENSABILITY OF EFFORT
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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)
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Increase identifiability, Promote involvement
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MOTIVATIONAL AND EFFORT – RESPONSIBILITY, TEAM CHARTERS, PERFORMANCE REVIEWS/FEEDBACK, “RIGHT” STAFFFING LEVLES
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Provide clear and regular feedback
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COORDINATION STRATEGIES-SINGLE DIGIT TEAMS
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Teams should have fewer than 10 members
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COORDINATION STRATEGIES -AGENDA
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Members need clear sense of where they are going and how they will get there
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COORDINATION STRATEGIES – TRAIN TOGETHER
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Work more efficiently
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COORDINATION STRATEGIES – PRACTICE
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Team requires more than individuals
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COORDINATION STRATEGIES – MINIMIZE LINKS IN COMMUNICATION
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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
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AP=PP+S-T Actual productivity is a result of potential +synergy minus threats
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PERFORMANCE CRITERIA – COHESION
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Process that keep members of a team united
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PERFORMANCE CRITERIA – LEARINING
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Important/provide opportunities for members to develop new skills
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PERFORMANCE CRITERIA- INTEGRATION
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Perspective of the larger organization
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TEAM PERFORMANCE CRITERIA-TASK DEMANDS
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Requirements
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TEAM PERFORMANCE CRITERIA- RESOURCES
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Relevant skills, abilities, and tools
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TEAM PERFORMANCE CRITERIA – PROCESS
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Methods to completion
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TEAM PERFORMANCE CRITERIA – SYNERGY
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Team work
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TEAM PERFORMANCE CRITERIA – PERFORMACE THREATS
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Anything that can go wrong
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REWARDING TEAMWORK – TYPES
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Incentive Recognition Profit Sharing Gainsharing
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REWARDING TEAMWORK- TEAM PERFORMANCE APPRAISAL WHAT IS MEASURED
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Job based pay, skill based pay, competency based pay
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REWARDING TEAMWORK – WHO DOES THE MEASURING 360 DEGREE MULTIRATER FEEDBACK VARIOUS BIAS
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Suppliers, superior, customers, subordinates, other team members
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BUILDING THE TEAM -TASKS
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What has to be done
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BUILDING THE TEAM – PEOPLE
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Who is ideally suited to do the work
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BUILDING THE TEAM – PROCESSES AND PROCEDURES
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How to work together
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BUILDING THE TEAM – GOAL AUTHORITY FOCUS ON WORK
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BUIDLING THE TEAM – ROLES AND RESPONSIBILITES
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BUIDLING THE TEAM – ROLES TECHNICAL TASK INTERPERSONAL
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Task-controlled /secrecy/diversity
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BUILDING THE TEAM-IMPORTANCE OF DIVERSITY IN THE TEAM
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Improved team performance, expanded talent pool, mulit viewpoints, competitive advantage
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BUILDING THE TEAM PROCESSES AND STRUCTURE NORMS (BEHAVIOR) BEHAVIOR INTEGRATION
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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.
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CHAPER 5 ARE WE A TEAM-ENTIATIVITY
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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)
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Group Entitativity refers to the degree to which people perceive themselves and others to be unified single team or collective
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CGH 5 ARE WE A TEAM GROUP POTENCY AND COLLECTIVE EFFICACY
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Emotional attraction among group members ties that bind the group
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CH 5 ARE WE A TEAM COHESION
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Emotional attractions among group members
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CH 5 ARE WE A TEAM OVERERT SIGNS
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CH 5 ARE WE A TEAM – CONFOMITY
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CH 5 ARE WE A TEAM – PRODUTIVITY
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CH 5 ARE WE A TEAM – TEAM NORMS
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CH 5 ARE WE A TEAM BUIDLING COHESION
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Build Identity -what the team stands for
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CH 5 ARE WE A TEAM- PHYSICAL PROXIMITY
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Make it easy for the team to be close together
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CH 5 ARE WE A TEAM – SIMILARITIES
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Focus on similarities among team members
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CH 5 ARE WE A TEAM- SPIN THE PERFORMANCE (SUCCESS)
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Put a positive spin on the team’s performance
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CH 5 ARE WE A TEAM – CHANLLENGES
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External pressure/ rewards for team performance
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CH 5 ARE WE A TEAM TRUST NATURE OF TRUST IN TEAM BUIDLING
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INCENTIVE BASED FAMILIARITY SIMILARITY SOCIAL NETWORKS IMPLICIT PSYCHOLOGICAL SAFETY (LEVEL OF SAFETY AND TRUST)
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CH 5 ARE WE A TEAM TEAM DEVELOPMENT AND SOCIALIZATION
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Group Socialization Phases of Group Socialization-Evaluation, Commitment, Role Transition, Old Timers and Newcomers, Turnover. Time in Teams
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CH 5 ARE WE A TEAM ROLE NEGOTIATIONS
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CH 5 ARE WE A TEAM- STATUS COMPETITION
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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
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Critical for team members not to overestimate their status in their group.
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CH 6 TEAM MIND
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ACTIVE LISTENING EMOTIONS, REPETITION, VERBAL AND NON VERBAL
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CH 6 TEAM MIND – HIDDEN PROFILE
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Definition-superior decision authority alternative but hidden from group members Apparent Solution Upon Definition Hidden Profile Leads to Action
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CH 6 TEAM MIND – COLLECTIVE INTELLIGENCE
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Transactive Memory System Definition Tacti Coordination Training of Work Groups to Build TMS
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CH 6 TEAM MIND – TEAM DEVELOPMENT FOR TMS
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Work Planning Optimizing Human Resources Monitor Stress Train Together Plan for Turnover
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CH 6 TEAM MIND TEAM LEARNING
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Environment Newcomers and rotators Longevity/Rountinzation vs. Innovation
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CH 7 DECISION MAKING
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INDIVIDUAL DECISION MAKING FRAMING BIAS AND OVERCONFIDENCE
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CH 7 DECISION MAKING GROUP DECISION MAKING BIAS
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Groupthink-team members place concensus above all other priorities including good judgement Escalation of Commitment Abilene Paradox Polarization Unethical Decision Making
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CH 8 CONFLICT – ASSUMPTION INEVITABLE AND PRODUCTIVE
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RELATIONAL Conflict-relationship conflict is personal, defensive and resentful
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CH 8 CONFLICT – CULTURAL CONFLICT
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Proportional levels Perceptual task
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CH 8 CONFLICT – MANAGING CONFLICT
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Focus on content. Rational of assignments. Tasks matched to talents
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CH 8 CONFLICT -CONFLICT INTERVENTION MODEL
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Team Design Team Process Conflict Process Individual Change
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CH 8 CONFLICT CROSS FUNCTIONAL TEAMS AND CONFLICT
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Functional Diversity Breadth of Representation
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CHAPTERR 9 CREATIVITY
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No empirical evidence that Teams are more creative than individuals.
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CHAPTER 9 CREATIVTY DEFS
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Creativity Ideation Novel or Useful ideas in products or services Innovation Concept of structural connectedness: ideas that work with existing products or services
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CH 9 CREATIVITY GENERAL CONCEPT DOMAIN
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(Sign-cross arrow) Realistic, Creative, Conservative, Idealistic
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CH9 CREATIVITY CONVERGENT VS DIVERGENT THINKING
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A require answer vs. submits alternatives to the same problem
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CH 9 CREATIVITY EXPLORATION/EXPLOITATION
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Many answers many questions many failures. Execution of an idea. Space
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CHAPTER 10 NEW WORKING, SOCIAL CAPITAL AND INTEGRATING ACROSS TEAMS
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Boundaries Insulating Teams Broadcasting Teams Marketing Teams
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CH 10 NEW WORKING
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Surveying Teams X Teams External Roles of Team Members
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CH 10 NEW WORKING continued
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Networking A key to successful teamwork
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CH 10 NEW WORKING, SOCIAL
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Communication Human Capital and Social Capital Boundary Spanning Cliques v. Boundary Spanning Networks
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CH 10 NEW WORKING, SOCIAL cont
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Group Social Capital Leadership ties Increasing Your Social Captial
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CH 10 NEW WORKING, SOCIAL ..CONTINUED
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Analyze your network Types of ties in teams Knowledge valuation
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CHAPTER 11 LEADERSHIP
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Leadership and Nature Nature vs. Nurture Intelligence Leadership Personality and Leadership
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CH 11 LEADERSHIP CONTINUED
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Birth Order Gender and Leadership Random Selection
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CH 11 LEADERSHIP -STYLES
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Task vs Person Transactional vs. Transformational-(TF=goals that go beyond the tasks of the team) Active vs. Passive Styles Autocratic vs. Democratic
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CH 11 LEADERSHIP AND THE USE OF POWER
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Power is the ability of a person to control the outcomes of another person in a relationship.
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CH 11 LEADERSHIP (continued)
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Participative Mgm- Task Delegation Parallel suggestion involvement Job Involvement Organizational Involvement

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