Organizational Behaviour Chapter 8

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Occurs when people exert less effort and usually perform at lower level when working in group than when working alone.
- Social loafing
- Brooks's law
- Team building
- Team cohesion
- Task interdependence

Organizational Behaviour Chapter 8 - Quiz

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This quiz in Organizational Behaviour Chapter 8 focuses on the dynamics and types of teams within organizations. It assesses understanding of team structures, functions, and interdependencies essential for effective management and organizational success.

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2.

Team members using the skills and motivation to resolve dysfunctional disagreements among team members.
- Conflict resolving
- Comforting
- Cooperating
- Coordinating
- Communicating
Correct Answer

A. Conflict resolving

Explanation

Team Composition

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3.

Smaller groups tend to have more cohesion than smaller teams. Groups should be large enough to provide the necessary competencies and perspectives to perform the work, yet small enough to maintain efficient coordination and meaningful involvement of each member.
- Member similarity
- Team size
- Member interaction
- Somewhat difficult entry
- External competition and challenges
Correct Answer

A. Team size

Explanation

The explanation for the correct answer "team size" is that smaller teams tend to have more cohesion compared to larger groups. This is because smaller teams can maintain efficient coordination and meaningful involvement of each member. On the other hand, larger groups may struggle with coordination and involvement due to the higher number of members. Therefore, team size plays a significant role in determining the level of cohesion within a group or team.

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4.

Occurs when the team is about to disband. Team members shift their attention away from task orientation to a relationship focus.
- Forming
- Norming
- Performing
- Storming
- Adjourning
Correct Answer

A. Adjourning

Explanation

The correct answer is "adjourning". This stage occurs when the team is about to disband, and team members shift their attention away from task orientation to a relationship focus. During this stage, team members reflect on their accomplishments and experiences, say goodbye to each other, and prepare to move on to new projects or assignments.

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5.

Provides recommendations to decision makers. Includes committees, work councils, review panels. May be temporary, but often permanent, some with frequent rotation of members.
- Advisory teams
- Skunkworks
- Virtual teams
- Production/service/leadership teams
- Communities of practice
Correct Answer

A. Advisory teams

Explanation

Advisory teams are groups of individuals who provide recommendations and advice to decision makers. They may consist of committees, work councils, or review panels. These teams can be temporary or permanent, with some having frequent rotation of members. Their main role is to offer expertise and guidance to help inform decision making.

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1
6.

Effective team members are willing and able to work together rather than alone.
- Comforting
- Communicating
- Conflict resolving
- Cooperating
- Coordinating
Correct Answer

A. Cooperating

Explanation

Team Composition

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7.

A freewheeling, face-to-face meeting where team members aren't allowed to criticize, but are encourage to speak freely, generate as many ideas as possible, and build on the ideas of others.
- Brainstorming
- Nominal group technique
- Constructive conflict
- Groupthink
- Production blocking
Correct Answer

A. Brainstorming

Explanation

Electronic brainstorming: A recent form of brainstorming that relies on networked computers to submit and share creative ideas.

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8.

Members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks; may be a temporary task or permanent service team. More necessary because of organizational learning and globalization. Requires strong self-leadership skills and emotional intelligence.
- Self-directed teams
- Virtual teams
- Skunkworks
- Advisory teams
- Communities of practice
Correct Answer

A. Virtual teams

Explanation

Virtual teams are the correct answer because they operate across space, time, and organizational boundaries, using information technologies to achieve organizational tasks. They can be either temporary task teams or permanent service teams. Virtual teams are becoming more necessary due to the need for organizational learning and globalization. They require strong self-leadership skills and emotional intelligence to effectively collaborate and communicate in a virtual setting.

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9.

A set of behaviours that people are expected to perform because they hold certain positions in a team and organization. Formally and informally assigned to specific people in teams. People vary their formal set of behaviours to suit their personality and values. Informal positions are shared among team members.
- Team building
- Role
- Team conformation
- Forming
- Team cohesion
Correct Answer

A. Role

Explanation

The correct answer is "role". In a team and organization, individuals are expected to perform certain behaviors based on the positions they hold. These behaviors are formally and informally assigned to specific people in teams. People may adapt their formal set of behaviors to align with their personality and values. Additionally, there are informal positions that are shared among team members. All of these factors contribute to the concept of "role" in a team and organization.

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10.

People with the same backgrounds and values are more comfortable and attractive to each other. Diversity tends to undermine cohesion, but this depends on the type of diversity.
- Team size
- External competition and challenges
- Member interaction
- Team success
- Member similarity
Correct Answer

A. Member similarity

Explanation

People with the same backgrounds and values are more likely to have similar perspectives and beliefs, making it easier for them to understand and relate to each other. This similarity can create a sense of comfort and attraction among team members. When individuals share common characteristics and experiences, they may find it easier to communicate and collaborate effectively, leading to increased cohesion within the team. However, it is important to note that the impact of diversity on cohesion can vary depending on the type of diversity.

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11.

Groups of two more people who interact and influence each other mutually accountable for achieving common goals, and perceive themselves as a social entity within an organization. Exists to fulfull some purpose.
- Informal group
- Task interdependence
- Social loafing
- Teams
- Conflict resolving
Correct Answer

A. Teams

Explanation

Teams are groups of two or more people who interact and influence each other mutually accountable for achieving common goals, and perceive themselves as a social entity within an organization. They exist to fulfill some purpose.

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1
12.

Employees have similar or complementary skills located in the same unit of a functional structure; usually minimal task interdependence because each person works with employees in other areas.
- Skunkworks
- Departmental teams
- Task force project teams
- Communities of practice
- Production/service/leadership teams
Correct Answer

A. Departmental teams

Explanation

Departmental teams are groups of employees who have similar or complementary skills and are located in the same unit of a functional structure. In this type of team, there is usually minimal task interdependence because each person works primarily with employees in their own area. Departmental teams are commonly found in organizations where different functional areas, such as marketing, finance, and operations, are organized into separate departments. These teams allow for specialization and expertise within each department, while also promoting coordination and collaboration within the department.

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13.

Effective team members help co-workers to maintain a positive and healthy psychological comfort.
- Cooperating
- Communicating
- Coordinating
- Conflict resolving
- Comforting
Correct Answer

A. Comforting

Explanation

Team Composition

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14.

Cohesion can dissipate when threats are severe because the threats are stressful and cause teams to make less effective decisions.
- Team success
- External competition and challenges
- Team size
- Member interaction
- Somewhat diffcult entry
Correct Answer

A. External competition and challenges

Explanation

External competition and challenges can lead to the dissipation of cohesion within a team. When teams face intense competition or challenging situations from external factors, such as rival teams or difficult market conditions, it can create stress and pressure. This stress can negatively impact team dynamics and decision-making processes, causing the team to become less cohesive and make less effective decisions. The presence of external competition and challenges can divert the team's focus and create conflicts, ultimately leading to a decrease in cohesion.

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15.

A principle that says adding more people to a late software project only makes it later.
- Team building
- Team cohesion
- Brooks's law
- Process losses
- Task interdependence
Correct Answer

A. Brooks's law

Explanation

Also called the mythical man-month

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16.

Team members have learned to efficiently coordinate and resolve conflicts. In high-performance teams, members are highly cooperative, have a high level of trust in each other, are committed to group objectives, and identify with the team.
- Norming
- Storming
- Performing
- Adjourning
- Forming
Correct Answer

A. Performing

Explanation

Step 4 in the team development stage

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17.

The degree of attraction people feel toward the team and their motivation to remain members. People who belong to these teams are motivated to maintain their membership. They develop better interpersonal relationships, thereby reducing dysfunctional conflict. When conflict does arise, members tend to resolve these differences swiftly and effectively.
- Team cohesion
- Team building
- Team conformation
- Member similarity
- Member interaction
Correct Answer

A. Team cohesion

Explanation

Team cohesion refers to the degree of attraction and motivation that individuals feel towards their team and their desire to remain members. When a team has high cohesion, the members are motivated to maintain their membership and work together effectively. This leads to the development of better interpersonal relationships and a reduction in dysfunctional conflict within the team. Additionally, when conflicts do arise, cohesive teams are more likely to resolve them swiftly and effectively. Therefore, team cohesion is the correct answer as it encompasses the key elements mentioned in the explanation.

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18.

Usually multiskilled, temporary teams whose assignment is to solve a problem, realize an opportunity, or design a product or service.
- Production/service/leadership teams
- Communities of practice
- Task force project teams
- Advisory teams
- Virtual teams
Correct Answer

A. Task force project teams

Explanation

Task force project teams are usually multiskilled, temporary teams that are formed with the specific purpose of solving a problem, realizing an opportunity, or designing a product or service. These teams are assembled to tackle a specific task or project and typically consist of individuals with diverse skills and expertise. Unlike other types of teams such as production/service/leadership teams, communities of practice, advisory teams, or virtual teams, task force project teams are focused on addressing a specific issue or goal within a defined timeframe.

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19.

Formal activities intended to improve the development and functioning of a work team.
- Team composition
- Team success
- Team cohesion
- Team building
- Trust
Correct Answer

A. Team building

Explanation

Team building refers to the formal activities that are conducted with the aim of improving the development and functioning of a work team. These activities can include team-building exercises, workshops, and training sessions that focus on enhancing communication, collaboration, and problem-solving skills within the team. By engaging in team building, organizations can foster a stronger sense of unity and cooperation among team members, leading to increased productivity and overall team success.

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20.

Occurs when individuals are reluctant to mention ideas that seem silly because they believe, and often correctly, that other team members are silently evaluating them.
- Groupthink
- Evaluation apprehension
- Nominal group technique
- Constructive conflict
- Team cohesion
Correct Answer

A. Evaluation apprehension

Explanation

Evaluation apprehension refers to the fear or concern that individuals have about being evaluated or judged by others in a group setting. In this context, when individuals are reluctant to mention ideas that seem silly, it is because they believe that other team members are silently evaluating them. This fear of being judged can hinder open and creative thinking within the group, as individuals may hold back from expressing their ideas or suggestions.

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21.

Organized around work processes that complete an entire piece of work requiring several interdependent tasks. Has substantial autonomy over the execution of those tasks. They usually control inputs, flow, and outputs with little or no supervision. Operate best when they are responsible for an entire work process. Demands high degree of interdependence among employees within the team. More successful with technology support coordination and communication among team members.
- Skunkworks
- Self-directed teams
- Virtual teams
- Communities of practice
- Advisory teams
Correct Answer

A. Self-directed teams

Explanation

Self-directed teams are organized around work processes that complete an entire piece of work requiring several interdependent tasks. They have substantial autonomy over the execution of those tasks and usually control inputs, flow, and outputs with little or no supervision. These teams operate best when they are responsible for an entire work process and demand a high degree of interdependence among team members. They are more successful with technology support coordination and communication among team members.

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22.

Effective team members transmit informational freely, efficiently, and respectfully.
- Conflict resolving
- Cooperating
- Coordinating
- Comforting
- Communicating
Correct Answer

A. Communicating

Explanation

Team Composition

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23.

Independence is higher, and the output of one person is the direct input for another person or unit. The relationship among employees on an assembly line is an example.
- Sequential interdependence
- Pooled interdependence
- Task interdependence
- Team size
- Reciprocal interdependence
Correct Answer

A. Sequential interdependence

Explanation

Sequential interdependence refers to a situation where the output of one person or unit becomes the direct input for another person or unit in a sequential manner. This means that the work of each individual or unit is dependent on the completion of the previous task. In the given explanation, it is mentioned that the relationship among employees on an assembly line is an example of sequential interdependence. This implies that each employee's output is directly connected to the work of the previous employee, creating a sequential flow of tasks.

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24.

A period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership. People tend to be polite, will defer to authority, and try to find out what is expected of them and how they will fit into the team.
- Norming
- Adjourning
- Forming
- Performing
- Storming
Correct Answer

A. Forming

Explanation

Step 1 in the team development stage

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25.

A logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations.
- Evaluation apprehension
- Knowledge-based trust
- Calculus-based trust
- Production blocking
- Identification-based trust
Correct Answer

A. Calculus-based trust

Explanation

Calculus-based trust refers to a situation where team members trust each other based on a logical calculation. They believe that other team members will act appropriately because they know that if their actions violate reasonable expectations, they will face sanctions. This type of trust is based on rational thinking and is not dependent on personal relationships or emotions. It is a form of trust that is built on the expectation of individuals following established rules and norms, rather than on personal connections or emotional bonds.

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26.

The informal rules and shared expectations that groups establish to regulate the behaviour of their members. Three influences as to how they develop are when the team is formed and they initially greet each other, during a critical event in the team's history, and experiences and values members bring to the team.
- Trust
- Roles
- Norms
- Team conformation
- Production blocking
Correct Answer

A. Norms

Explanation

Norms are the informal rules and shared expectations that groups establish to regulate the behavior of their members. These norms develop in three main ways: when the team is formed and members initially greet each other, during critical events in the team's history, and through the experiences and values that members bring to the team. Norms play a crucial role in shaping the behavior and interactions within a group, as they provide a framework for what is considered acceptable and appropriate. They help establish a sense of cohesion, cooperation, and trust among team members.

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27.

The extent that team members must share materials, information, or expertise in order to perform their jobs.
- Social loafing
- Brooks's law
- Team cohesion
- Team building
- Task interdependence
Correct Answer

A. Task interdependence

Explanation

Task interdependence refers to the degree to which team members need to rely on each other and share resources, information, and expertise in order to successfully complete their tasks. In other words, it measures the level of interconnectivity and collaboration required within a team. Task interdependence is crucial for effective teamwork as it promotes communication, coordination, and cooperation among team members. It ensures that everyone understands their roles and responsibilities and works together towards achieving common goals.

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28.

A time constraint in team decision making due to the procedural requirement that only one person may speak at a time.
- Production blocking
- Evaluation apprehension
- Constructive conflict
- Nominal group technique
- Groupthink
Correct Answer

A. Production blocking

Explanation

Production blocking refers to a time constraint in team decision making where only one person can speak at a time. This can lead to delays in sharing ideas and opinions, as team members have to wait for their turn to speak. As a result, valuable ideas may be forgotten or overlooked, and the overall decision-making process can be slowed down. This phenomenon is known as production blocking.

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29.

Produces minimal interdependence, such as when team members share machinery, administrative support, budget, or some other resource from a common source.
- Reciprocal independence
- Task interdependence
- Sequential interdependence
- Pooled interdependence
- Social loafing
Correct Answer

A. Pooled interdependence

Explanation

Pooled interdependence refers to a situation where team members have minimal interdependence and share resources from a common source. In this type of interdependence, each team member works independently and there is no specific order or sequence in their tasks. They rely on a shared pool of resources, such as machinery, administrative support, or budget, to accomplish their individual tasks. This allows team members to work autonomously while still benefiting from the shared resources.

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30.

When work is exhanged back and forth among individuals. Produces the highest degree of interdependence. Employees should almost always be organized into teams to facilitate coordinator in their interwoven relationship.
- Pooled interdependence
- Reciprocal interdependence
- Process losses
- Sequential interdependence
- Task interdependence
Correct Answer

A. Reciprocal interdependence

Explanation

Reciprocal interdependence refers to a situation where work is exchanged back and forth among individuals, creating a high degree of interdependence. In this type of interdependence, the output of one individual becomes the input for another, and vice versa. This level of interdependence requires close coordination and collaboration among team members. Therefore, organizing employees into teams is recommended to facilitate their interwoven relationship and ensure effective coordination in this reciprocal interdependent work environment.

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31.

Effective team members actively manage the team's work so it is performed efficiently and harmoniously.
- Conflict resolving
- Comminicating
- Cooperating
- Coordinating
- Comforting
Correct Answer

A. Coordinating

Explanation

Team Composition

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32.

Marked by interpersonal conflict as members become proactive and compete for various team roles. Members try to establish norms of appropriate behaviour and performance standards.
- Storming
- Forming
- Adjourning
- Norming
- Performing
Correct Answer

A. Storming

Explanation

Step 2 in the team development stage

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33.

A psychological state comprising the intention to accept vulnerability based on positive expectations of the intent or behaviour of another person.
- Nominal group technique
- Team cohesion
- Constructive conflict
- Evaluation apprehension
- Trust
Correct Answer

A. Trust

Explanation

Trust is a psychological state where an individual willingly accepts vulnerability based on positive expectations of another person's intent or behavior. It involves having confidence in someone's reliability, honesty, and competence, which leads to a sense of security and belief that they will act in one's best interest. Trust is essential for building strong relationships, fostering teamwork, and promoting effective communication and collaboration.

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34.

Occurs when people focus their discussion on the issue while maintaining respectfulness for people having other points of view. Can sometimes slide into personal attacks.
- Brainstorming
- Production blocking
- Groupthink
- Nominal group technique
- Constructive conflict
Correct Answer

A. Constructive conflict

Explanation

Constructive conflict refers to a situation where individuals engage in a discussion that focuses on the issue at hand while still respecting the viewpoints of others. This type of conflict allows for the exploration of different perspectives and encourages creative problem-solving. However, there is a risk that constructive conflict can escalate into personal attacks if individuals lose sight of the issue and become overly defensive or aggressive.

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35.

Teams have diverse knowledge, skills, and perserspectives are generally more effective in situations involving complex problems requiring innovative solutions. They usually have a broader knowledge base and provide better representation of the team's constituents. They also take longer to become a high-performing team, are more susceptible to faultlines, and increases the risk of dysfunctional conflict.
- Team cohesion
- Team building
- Cooperating
- Task interdependence
- Team composition
Correct Answer

A. Team composition

Explanation

Team composition refers to the makeup of a team in terms of the diverse knowledge, skills, and perspectives of its members. This answer is correct because a team with diverse composition is generally more effective in complex problem-solving and innovation. The broader knowledge base and better representation of constituents enhance the team's ability to come up with innovative solutions. However, diverse teams may take longer to become high-performing, are more susceptible to faultlines, and may experience dysfunctional conflict. Therefore, team composition plays a crucial role in the effectiveness and dynamics of a team.

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36.

Based on the predictibility of another team member's behaviour.
- Identification-based trust
- Knowledge-based trust
- Constructive conflict
- Calculus-based trust
- Nominal group technique
Correct Answer

A. Knowledge-based trust

Explanation

Knowledge-based trust refers to trust that is built on the predictability of another team member's behavior. This type of trust is established when team members have a clear understanding of each other's skills, abilities, and reliability based on past experiences and knowledge. It is different from identification-based trust, which is built on personal connections and similarities. Constructive conflict, calculus-based trust, and nominal group technique are not directly related to the predictability of team members' behavior and therefore are not the correct answer.

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37.

A variation of traditional brainstorming that tries to combine the benefits of team decision making without potential problems.
- Team building
- Nominal group technique
- Production blocking
- Team cohesion
- Groupthink
Correct Answer

A. Nominal group technique

Explanation

The nominal group technique is a variation of traditional brainstorming that aims to combine the advantages of team decision making while avoiding potential problems. This technique allows each individual in the group to generate ideas independently and then share them with the rest of the team. It promotes equal participation, minimizes production blocking (where individuals may be hesitant to share their ideas due to others dominating the conversation), and reduces the risk of groupthink (where conformity and consensus override critical thinking). Therefore, the nominal group technique is the most suitable option that aligns with the given description.

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38.

Teams tend to have more cohesion when becoming part of the team is restricted. It is better for the team to be elite, but severe initiations can also weaken team cohesion.
- Member interaction
- External competition and challenges
- Team size
- Somewhat difficult entry
- Member similarity
Correct Answer

A. Somewhat difficult entry

Explanation

Teams tend to have more cohesion when becoming part of the team is restricted. This means that when individuals have to go through a somewhat difficult entry process, such as passing certain requirements or meeting certain criteria, it can create a sense of exclusivity and belonging within the team. This exclusivity can lead to stronger bonds and a higher level of commitment among team members. However, it is important to note that severe initiations can also weaken team cohesion, as they may create a negative and hostile environment within the team.

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39.

People feel more cohesion to teams that fulfill their needs and goals. Individuals are most likely to attach their social identity to well accomplished teams.
- Somwhat difficult entry
- Member interaction
- External competition and challenges
- Team success
- Member similarity
Correct Answer

A. Team success

Explanation

When a team is successful, it creates a sense of pride and accomplishment among its members. This success not only boosts the team's morale but also enhances the individuals' self-esteem and social identity. When people feel that they are part of a successful team, they are more likely to develop a strong sense of cohesion and attachment towards that team. This is because being associated with a successful team reflects positively on their own skills and abilities. Therefore, team success plays a crucial role in fostering a sense of belonging and cohesion among team members.

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40.

The tendency of highly cohesive groups to value the consensus at the price of decision quality.
- Constructive conflict
- Brainstorming
- Nominal group technique
- Groupthink
- Production blocking
Correct Answer

A. Groupthink

Explanation

Groupthink refers to the tendency of highly cohesive groups to prioritize consensus and harmony over critical thinking and decision quality. In such groups, members are often reluctant to express dissenting opinions or challenge the group's consensus, leading to poor decision-making outcomes. This phenomenon occurs when there is a strong desire for conformity and a fear of conflict within the group. As a result, alternative viewpoints and creative solutions may be suppressed, ultimately compromising the quality of decisions made by the group.

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41.

Resources including time and energy expended toward team development and maintenance rather than the task.
- Brooks's law
- Social loafing
- Task interdependence
- Process losses
- Team building
Correct Answer

A. Process losses

Explanation

Process losses refer to the resources, such as time and energy, that are wasted or lost during team development and maintenance instead of being utilized for the actual task at hand. This can occur due to various factors such as ineffective communication, conflicts within the team, lack of coordination, or inefficient decision-making processes. Process losses can hinder the team's productivity and performance, leading to delays and suboptimal outcomes.

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42.

The teams develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based model.
- Adjourning
- Forming
- Storming
- Performing
- Norming
Correct Answer

A. Norming

Explanation

Step 3 in the team development stage

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43.

Based on mutual understanding and an emotional bond among team members.
- Team cohesion
- Calculus-based trust
- Identification-based trust
- Knowedge-based trust
- Groupthink
Correct Answer

A. Identification-based trust

Explanation

Identification-based trust refers to a level of trust that is built on mutual understanding and an emotional bond among team members. This type of trust is developed when team members are able to relate to each other on a personal level and feel a sense of connection and shared identity. It is based on the belief that team members have similar values, goals, and intentions, which leads to a higher level of trust and cooperation within the team. This type of trust is important for promoting collaboration, communication, and effective teamwork.

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44.

Typically multiskilled employees with diverse competencies. Team members collectively produce or make ongoing decisions. They typically have an assembly line type of interdependence, whereas leadership teams tend to have tight interactive or reciprocal interdependence.
- Task force project teams
- Advisory teams
- Self-direct teams
- Production/service/leadership teams
- Departmental teams
Correct Answer

A. Production/service/leadership teams

Explanation

The given answer, production/service/leadership teams, is the correct answer because it aligns with the description provided in the question. The question mentions that team members in these teams collectively produce or make ongoing decisions, indicating that they are involved in the production or service delivery process. Additionally, it states that leadership teams have tight interactive or reciprocal interdependence, suggesting that they work closely together and rely on each other's input. Hence, production/service/leadership teams are the most suitable option based on the given information.

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45.

Multiskilled teams that are usually located away from the organization and relatively free of its hierachy; often initiated by an entrepreneurial team leader who borrows people and resources, bootlegging, to design a product or service.
- Virtual teams
- Communities of practice
- Self-directed teams
- Skunkworks
- Task force project teams
Correct Answer

A. Skunkworks

Explanation

Skunkworks is the correct answer because it refers to multiskilled teams that are located away from the organization and operate independently from its hierarchy. These teams are often initiated by an entrepreneurial team leader who borrows people and resources, a practice known as bootlegging, to design a product or service. Skunkworks teams are known for their autonomy and ability to innovate, making them an effective approach for developing new ideas and solutions.

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46.

May be informal groups, but increasingly formal teams bound together by shared expertise and passion for a particular activity or interest. Main purpose is to share information. Often relies on information technologies as main source of interaction.
- Departmental teams
- Virtual teams
- Advisory teams
- Communities of practice
- Production/service/leadership teams
Correct Answer

A. Communities of practice

Explanation

Communities of practice are groups of individuals who come together based on a shared interest or expertise in a particular subject or activity. These groups are often informal and are driven by a passion for the topic at hand. The main purpose of these communities is to share information and knowledge with one another. They often rely on information technologies, such as online platforms or forums, as their main source of interaction. Therefore, the given answer, "communities of practice," aligns with the description provided.

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Quiz Edited by
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Quiz Created by
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Organizational Behaviour Chapter 8

Occurs when people exert less effort and usually perform at lower level when working in group than when working alone.

Quiz Preview

Team members using the skills and motivation to resolve dysfunctional disagreements among team members.

Smaller groups tend to have more cohesion than smaller teams. Groups should be large enough to provide the necessary competencies and perspectives to perform the work, yet small enough to maintain efficient coordination and meaningful involvement of each member.

Occurs when the team is about to disband. Team members shift their attention away from task orientation to a relationship focus.

Provides recommendations to decision makers. Includes committees, work councils, review panels. May be temporary, but often permanent, some with frequent rotation of members.

Effective team members are willing and able to work together rather than alone.

A freewheeling, face-to-face meeting where team members aren't allowed to criticize, but are encourage to speak freely, generate as many ideas as possible, and build on the ideas of others.

People with the same backgrounds and values are more comfortable and attractive to each other. Diversity tends to undermine cohesion, but this depends on the type of diversity.

Groups of two more people who interact and influence each other mutually accountable for achieving common goals, and perceive themselves as a social entity within an organization. Exists to fulfull some purpose.

Employees have similar or complementary skills located in the same unit of a functional structure; usually minimal task interdependence because each person works with employees in other areas.

Effective team members help co-workers to maintain a positive and healthy psychological comfort.

Cohesion can dissipate when threats are severe because the threats are stressful and cause teams to make less effective decisions.

A principle that says adding more people to a late software project only makes it later.

Team members have learned to efficiently coordinate and resolve conflicts. In high-performance teams, members are highly cooperative, have a high level of trust in each other, are committed to group objectives, and identify with the team.

Usually multiskilled, temporary teams whose assignment is to solve a problem, realize an opportunity, or design a product or service.

Formal activities intended to improve the development and functioning of a work team.

Occurs when individuals are reluctant to mention ideas that seem silly because they believe, and often correctly, that other team members are silently evaluating them.

Effective team members transmit informational freely, efficiently, and respectfully.

Independence is higher, and the output of one person is the direct input for another person or unit. The relationship among employees on an assembly line is an example.

A period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership. People tend to be polite, will defer to authority, and try to find out what is expected of them and how they will fit into the team.

A logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations.

The extent that team members must share materials, information, or expertise in order to perform their jobs.

A time constraint in team decision making due to the procedural requirement that only one person may speak at a time.

Produces minimal interdependence, such as when team members share machinery, administrative support, budget, or some other resource from a common source.

When work is exhanged back and forth among individuals. Produces the highest degree of interdependence. Employees should almost always be organized into teams to facilitate coordinator in their interwoven relationship.

Effective team members actively manage the team's work so it is performed efficiently and harmoniously.

Marked by interpersonal conflict as members become proactive and compete for various team roles. Members try to establish norms of appropriate behaviour and performance standards.

A psychological state comprising the intention to accept vulnerability based on positive expectations of the intent or behaviour of another person.

Occurs when people focus their discussion on the issue while maintaining respectfulness for people having other points of view. Can sometimes slide into personal attacks.

Based on the predictibility of another team member's behaviour.

A variation of traditional brainstorming that tries to combine the benefits of team decision making without potential problems.

Teams tend to have more cohesion when becoming part of the team is restricted. It is better for the team to be elite, but severe initiations can also weaken team cohesion.

People feel more cohesion to teams that fulfill their needs and goals. Individuals are most likely to attach their social identity to well accomplished teams.

The tendency of highly cohesive groups to value the consensus at the price of decision quality.

Resources including time and energy expended toward team development and maintenance rather than the task.

The teams develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based model.

Based on mutual understanding and an emotional bond among team members.

Typically multiskilled employees with diverse competencies. Team members collectively produce or make ongoing decisions. They typically have an assembly line type of interdependence, whereas leadership teams tend to have tight interactive or reciprocal interdependence.

Multiskilled teams that are usually located away from the organization and relatively free of its hierachy; often initiated by an entrepreneurial team leader who borrows people and resources, bootlegging, to design a product or service.

May be informal groups, but increasingly formal teams bound together by shared expertise and passion for a particular activity or interest. Main purpose is to share information. Often relies on information technologies as main source of interaction.