1.
(p. 346)
A team consists of two or more people who work independently over some time period to
accomplish common goals related to some task-oriented purpose.
2.
(p. 348)
Work teams are designed to be relatively permanent.
3.
(p. 349)
Management teams are formed to take on “one-time” tasks that are generally complex.
4.
(p. 349)
A football team is an example of an action team.
5.
(p. 351)
In the storming stage of team development, feelings of solidarity develop as members
work toward team goals.
6.
(p. 352)
The sequence of forming, storming, norming, performing, and adjourning apply to the
development of all teams.
7.
(p. 352)
With pooled interdependence, group members complete their work assignments
independently, and then this work is simply “piled up” to represent the group’s output.
8. Jan works on the budget team. Members include the bookkeeper who tracks the daily
expenditures and revenues of the company, the accountant who takes the bookkeeper’s work and
organizes it into financial statements including the cash flow statement, the income statement,
and the balance sheet, and the analyst who interprets the financial statements. Once these three
tasks have been accomplished, Jan prepares and presents the results to top management. Jan’s
team engages in reciprocal interdependence.
9.
(p. 354)
In sequential interdependence, the member performing the task in the latter part of the
sequence depends on the member performing the task in the earlier part of the sequence, but not
the other way around.
10.
(p. 354)
In reciprocal interdependence, members are specialized to perform specific tasks.
11.
(p. 355)
Comprehensive interdependence requires less interaction and coordination among
members than pooled interdependence.
12.
(p. 355)
In groups with comprehensive interdependence, the members have little 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.
13.
(p. 355)
A high degree of goal interdependence exists when team members have a shared vision of
the team’s goal.
14.
(p. 355)
One way to create high levels of goal interdependence is to ensure that the team has a
formalized mission statement that members buy in to.
15.
(p. 355)
As the level of task interdependence increases, members must spend increasing amounts
of time communicating and coordinating with other members if they want to complete tasks
effectively.
16.
(p. 356)
A high degree of outcome interdependence exists when team members share in the
rewards that the team earns.
17.
(p. 357)
Low outcome interdependence exists in teams in which individual members receive
rewards and punishments on the basis of their own performance.
18.
(p. 357)
In teams with high outcome interdependence, team members depend on the performance
of other team members for the rewards that they receive.
19.
(p. 358)
In leader-staff teams, the leader makes decisions for the team and provides direction and
control over members who perform assigned tasks.
20.
(p. 361)
Cognitive ability is more important to teams when team members have to learn from one
another to adapt to unexpected changes, compared with contexts in which team members
perform their assigned tasks in a routine fashion.
21.
(p. 361)
Tasks in which the performance of an entire team depends on the best performer are
called disjunctive tasks.
22. Cora frequently challenges the teams’ assumptions and status quo. Cora exhibits the
devil’s advocate role.
23.
(p. 361)
Additive tasks are those which depend on the performance and the abilities of the
“weakest link.”
24.
(p. 361)
In tasks with an objectively verifiable best solution, the member who possesses the
highest level of the ability relevant to the task will have the most influence on the effectiveness of
the team.
25.
(p. 362)
According to the similarity-attraction approach, a firm with high diversity will have high
team effectiveness.
26. The effects of team diversity on team performance are independent of the nature of the
team or the organizational context.
27.
(p. 363)
According to the value in diversity problem-solving approach, diversity on attributes such
as cultural background, race, and attitudes are associated with communication problems and
ultimately poor team effectiveness.
28.
(p. 364)
Having a greater number of members is beneficial for management and project teams but
not for teams engaged in production tasks.
29.
(p. 365–366)
Team viability refers to the likelihood that the team can work together effectively
into the future.
30. One reason that understanding task interdependence’s effect on team performance is
important is because task interdependence is one of the most important characteristics that
31.
(p. 367)
Low outcome interdependence promotes higher levels of cooperation because members
understand that they share the same fate.
32.
(p. 367)
Team reward structures with hybrid outcome interdependence reward members based on
how well they perform as individuals rather than overall team performance.
33.
(p. 367)
Members tend to be more productive in high task interdependence situations when
there’s low outcome interdependence.
34.
(p. 367)
Team members prefer low task interdependent situations when there’s low outcome
interdependence.
35.
(p. 346)
Which of the following is true of teams?
36.
(p. 346)
Teams differ from groups because:
37.
(p. 348)
Which of the following is the purpose of work teams as compared to other types of teams?
38.
(p. 348)
Which of the following is most likely to be categorized as a work team?
39.
(p. 349)
While _____ teams focus on the accomplishment of core operational-level production and
service tasks, _____ teams focus on integrating the activities of subunits across business
functions.
40.
(p. 349)
In what way are management teams similar to work teams?
41.
(p. 349)
Which of the following is most likely to be categorized as a management team?
42.
(p. 349)
Of the following which is most likely to be categorized as an action team?