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OB CH 11
| Term | Definition |
|---|---|
| team | Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose. |
| work team | A relatively permanent team in which members work together to produce goods and/or provide services. |
| management team | A relatively permanent team that participates in managerial-level tasks that affect the entire organization. |
| parallel team | A team composed of members from various jobs within the organization that meets to provide recommendations about important issues. |
| project team | A team formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas. |
| action team | A team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging. |
| multiple team membership | A work arrangement in which employees are assigned to multiple teams simultaneously. |
| virtual team | A team in which the members are geographically dispersed, and interdependent activity occurs through e-mail, web conferencing, and instant messaging. |
| storming | The second stage of team development, during which conflict occurs due to members’ ongoing commitment to ideas they bring with them to the team. |
| norming | The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate. |
| performing | The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress toward goals. |
| adjourning | The final stage of team development, during which members experience anxiety and other emotions as they disengage and ultimately separate from the team. |
| punctuated equilibrium | A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time. |
| task interdependence | The degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team. |
| pooled interdependance | A form of task independence in which group members complete their work assignments independently, and then their work is simply added together to represent the group’s output. |
| sequential interdependence | A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence. |
| reciprocal interdependence | A form of task interdependence in which group members interact with only a limited subset of other members to complete the team’s work. |
| comprehensive interdependence | A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team’s work. |
| goal interdependance | The degree to which team members have a shared goal and align their individual goals with that vision. |
| team composition | The mix of the various characteristics that describe the individuals who work on the team. |
| role | The behavior a person is generally expected to display in a given context. |
| leader-staff teams | A type of team that consists of members who make recommendations to the leader who is ultimately responsible for team decisions. |
| team task roles | Behaviors that directly facilitate the accomplishment of team tasks. |
| team-building roles | Behaviors that directly facilitate the accomplishment of team tasks. |
| individualistic roles | Behaviors that benefit the individual at the expense of the team. |
| disjunctive tasks | Tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness. |
| conjunctive tasks | Tasks for which the team’s performance depends on the abilities of the team’s weakest link. |
| additive tasks | Tasks for which the contributions from every member add up to determine team performance. |
| team diversity | The degree to which team members are different from one another. |
| value in diversity problem-solving approach | A theory that supports team diversity because it provides a larger pool of knowledge and perspectives. |
| similarity-attraction approach | A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them. |
| surface-level diversity | Diversity of observable attributes such as race, gender, ethnicity, and age. |
| deep-level diversity | The extent to which people feel that they are truly part of a group (or organization) and that the uniqueness that they bring to the group (or organization) is welcomed and valued. |
| inclusion | The extent to which people feel that they are truly part of a group (or organization) and that the uniqueness that they bring to the group (or organization) is welcomed and valued. |
| team viability | Team commitment; the likelihood a team can work together effectively into the future. |
| hybrid outcome interdependence | When team members receive rewards based on both their individual performance and that of the team to which they belong. |
| Forming | The first stage of team development, during which members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who’s in charge. |
| outcome interdependence | The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals. |
Created by:
cnwilmoth
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