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Beschreibung
Karteikarten von Jasper Johnson, aktualisiert more than 1 year ago
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Erstellt von Jasper Johnson
vor etwa 8 Jahre
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| Frage | Antworten |
| What is a work team? | A work team is an independent collection of individuals who share responsibility for specific outcomes for their organisation (Sundstrom) An organised, task-focused group (Forsyth) |
| What are common elements of all teams? | All teams have 2+ members; specified roles; members' actions are interdependent and coordinated; members have common tasks and objectives; and the group operates within the organisational context |
| What are the two types of team member roles? | The two team member roles are: Leader role: facilitate and coordinate; provide direction and resources; manage people issues; responsible for performance Team member role: creator/inventor; worker (produces outcomes); cooperates with colleagues; acts on directions |
| According to Benne and Sheats, what are the three group role categories? | 1. Task roles: enabling task completion 2. Group maintenance roles: enabling positive interpersonal functioning 3. Individual roles: focusing on needs of specific individuals |
| What are three different types of teams? | 1. Self-managed work teams 2. Virtual teams 3. Global (multicultural) teams |
| What are self-managed work teams? | Self-managed work teams are self-managed, self-directed, and self-regulated. They do tasks assigned by team, not supervisors, and are highly autonomous and empowered, responsible for inputs, processes and outputs Self-managed teams are also responsible for correcting problems, and receive team-level feedback and rewards Their effectiveness is supported by research |
| What are virtual teams? | Virtual teams are geographically and organisationally dispersed coworkers that use technology to work across locations and boundaries to accomplish interdependent tasks Virtual teams are increasingly necessary given globalisation and knowledge management, but they have a high dependence on ICT |
| What are the challenges of virtual teams? | Same challenges as F2F teams, plus added barriers such as cultural and timezone differences, supervision issues, and not meeting in person |
| What makes virtual teams work effectively? | Leadership and effective communication are very important for virtual team dynamics, as well as agreed upon goals; agreed upon structures and processes; clearly defined expectations and responsibilities; and an opportunity for development of personal relationships |
| How are global (multicultural) teams different from other types? | Global teams offer the potential to be more creative, viewing problems from a variety of perspectives. Challenges of global teams are different however with differing expectations about group processes; problem-solving; and managing conflict The role of cultural values is important in global teams (individualism/collectivism and power distances) |
| What could be included in interventions for global teams? | Interventions in global teams could include deciphering the culture; improving understanding of differences; and bringing a focus on to the similarities rather than differences |
| What are team norms? | Norms are informal rules and expectations of the team regarding attitudes and behaviour |
| How do norms develop? | Norms develop gradually through explicit statements; team member experiences; and the beliefs and values members bring to the team |
| How should norms be established in a team? | Norms should be established by: introducing norms when forming teams; selecting members with preferred norms; discussing counterproductive norms; rewarding behaviours representing desired norms; and disbanding teams with dysfunctional norms |
| What are Tuchman's 5 stages of group development? | 1. Forming: getting acquainted 2. Storming: questioning ideas/beliefs 3. Norming: clarifying roles, establish unity 4. Performing: focus on productivity/goals 5. Adjourning: dissolution/role termination |
| What are 5 important aspects of team dynamics? | 1. Power imbalances (particularly cross functional teams) 2. Conflict (both positive and negative) 3. Cohesiveness (belonging - impacts morale, performance and OCB) 4. Communication (reciprocal, type, style) 5. Commitment (acceptance of goals, willingness to be involved) |
| What is team performance impacted by? | Team performance is impacted by effort (social loafing), decision making processes, and problem-solving ability |
| What is social loafing? | Social loafing is reduced effort of individuals when working in groups, and is likely to occur when individual output is not visible, when tasks are routine or uninteresting, and when there is no cohesiveness |
| How is social loafing minimised? | Social loafing can be minimised by forming smaller teams, measuring individual performance, increasing job enrichment, and selecting motivated employees (collectivist members) |
| How do decision making processes impact performance? | 1. Groupthink: desire to agree in cohesive group overrides motivation to adopt proper rational decision making process 2. Brainstorming: generating range of potential solutions before evaluating and choosing 3. Group polarisation: influence by group majority and shift towards this regardless of risk |
| What is an effective 5 step problem-solving strategy? | 1. Diagnosing problem 2. Generating solutions 3. Evaluating solutions 4. Choosing a solution 5. Developing an action plan and implementing it |
| What are some characteristics that define effective work teams? | Effective work teams are characterised by: a sense of urgency, direction & purpose (limited time wasting); clear rules for operation; shared responsibility re processes & outcomes; effective problem solving, issue recognition & decision making skills; commitment & trust among members; balanced individual and group needs; confront differences and manage conflict; deal effectively with diversity; effective communication |
| What is team building? | Team building is a formal/informal intervention to improve social relations, clarify roles, solve task or interpersonal issues, and can help accelerate development of new teams or assist dysfunctional teams |
| What are the components of team building? | There are four components of team building: goal setting, interpersonal relations, role clarification, and problem solving |
| Why is outdoor experiential training often using in team-building programs? | Outdoor experiential training is often used in team building programs as it can improve problem-solving skills; increase trust; improve interpersonal communication; increase awareness of team members’ strengths and weaknesses; improve conflict management; build organisational citizenship |
| How should interventions be evaluated? | Interventions should be evaluated using Kirkpatrick's 4 levels: reaction, learning, behaviour and results |
| In the article by Buljac-Samardzic, what are the 4 types of team training? | 1. Simulation training (with educational interventions) 2. Training based on CRM 3. Interprofessional training 4. Team training |
| According to Buljac-Samardzic, what is simulation training used for? | Simulation training (ST) is aimed at functioning in crisis situations, with findings showing positive associations between ST and non-technical team skills (with a very low quality of evidence) |
| According to Buljac-Samardzic, what is training based on CRM used for? | Training based on CRM is used to improve attitudes towards teamwork and safety, and has other desired outcomes such as improved communication, collaboration, team behaviour, workload, culture and climate. Likely to result in improve team behaviour, attitudes towards teamwork, reduced medical errors (but no good evidence) |
| According to Buljac-Samardzic, what is interprofessional training used for? | Interprofessional training is used for learning and retaining information, and improving attitudes and awareness and team climate. Some findings showed that IT resulted in improvements in team skills, team climate, awareness of professional roles, attitude, learning and retaining information and morale (low quality of evidence) |
| According to Buljac-Samardzic, what is team training used for? | Used to improve group cohesion, turnover, competences and teamwork skills, also findings for decreases in emotional exhaustion and depersonalisation (low quality of evidence) |
| According to Buljac-Samardzic, what are the 3 methods of improving team effectiveness? | 1. Training 2. Tools 3. Organisational interventions |
| According to Buljac-Samardzic, what are tools used for in improving team effectiveness? | Tools can be roughly divided into checklists, goal sheets and case analysis, and often presented as easy and less extensive than training. They are used to improve team communication, information exchange, team cohesion, satisfaction, team processes, accountability, core issues and patient case issues (with low quality of evidence especially for communication and unity) |
| According to Buljac-Samardzic, what are organisational interventions used for in improving team effectiveness? | Organisational interventions are aimed at the organisational context and have indirect effects on team outcomes. Findings show some improve in teamwork etc (but low quality of evidence) |
| According to Buljac-Samardzic, what is the research suggesting about ways to improve team effectiveness? | Very low quality of evidence, and for those with high methodological rigour, not enough contextual information. Most studies focused on non-technical team skills and finding positive associations, but more cohesion in outcome measures is needed, more replication, more longer-term studies and much higher quality evidence with objective outcomes |
| According to Klein, does team building work? | Team building research suggests that team building has a positive moderate effect across cognitive, affective, process, and performance outcomes, being most strongly related to affective and process outcomes |
| According to Buller/Salas, what are the four key aspects of the team building model? | 1. Goal setting 2. Interpersonal relations 3. Role clarification 4. Problem solving Team members practice setting goals, develop interpersonal relations, clarify team roles and work how to improve organisational characteristics through problem solving |
| According to Buller/Salas, what is goal setting? | Goal setting is the setting of objectives and development and development of individual and team goals |
| According to Buller/Salas, what is the purpose of goal setting? | Team members are involved in action planning to identify ways of achieving goals, and as such is designed to strengthen team member motivation to achieve team goals Teams can also determine what future resources are needed; with individual characteristics able to be altered by this use of intervention |
| According to Buller/Salas, what is interpersonal relations? | Interpersonal relations in team building is for increasing teamwork skills (e.g., mutual supportiveness, communication) |
| According to Buller/Salas, what is the purpose of interpersonal relations? | The purpose is that team members develop trust in one another and confidence in the team This is based on the assumption that teams with fewer conflict function more effectively than teams with more interpersonal conflict |
| According to Buller/Salas, what is the outcome of interpersonal relations interventions? | With the use of a facilitator, mutual trust and open communication between team members can be developed. In addition, as higher levels of trust, cooperation and cohesiveness are achieved, team characteristics can be changed as well |
| According to Buller/Salas, what is role clarification in team building? | Role clarification involves increasing communication among team members regarding their roles within the team |
| According to Buller/Salas, what is the purpose of role clarification in team building? | The purpose of role clarification is that team members improve understanding of their and others' respective roles/duties RC also defines the team as comprising a set of overlapping roles that are characterised as the behaviours expected of each individual team member, and can reduce role ambiguity and improve team and individual characteristics, and work structure |
| According to Buller/Salas, what is problem solving in team building? | Problem solving in team building relates to identifying the major task-related problems within the team |
| According to Buller/Salas, what is the purpose of problem solving within team building? | Problem solving in team building has the purpose of allowing team members to become involved in action planning, implementing solutions to identify problems and evaluate solutions |
| According to Buller/Salas, what does the research say on team building interventions (TBIs)? | 1. TBIs will enhance team outcomes 2. TBIs will result in improvements across 4 3. TB most affective for process/affective 4. Each component above has moderate level of effectiveness 5. Role clarification and goal setting most effective for improving team functioning 6. Large teams benefit more from TB than small- or medium sized teams |
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