Study Guide for Exam #1
This guide is designed to provide a basic framework for your studying. You should review all class PPTS,
readings, and notes as well as reflect on class activities and videos to fully prepare for the exam.
A lot of short answer! Matching with theories.
Additionally, think about the connections and common themes between readings.
The Exam is worth 50 points and will be a mix of multiple choice, matching and short answer.
Introduction to Teams (Class)
4 main differences between teams and groups
o Team goals are clear and specific.
o Teams have well defined responsibilities.
o Rules and expectations are clear for teams.
o Coordination is somewhat clear for teams.
Reasons for/against working in teams (including social loafing)
Stimulation of creativity
Remembering what you discuss
More likely to be satisfied with decisions
Better understanding of self
Expert has the answer
Can water down ideas
From the “Marshmallow Experiment” video – what was different in terms of how kindergartners vs. business
school grads approached the experiment?
Team Effectiveness (Class + Sundstrom, 1999)
8 factors that strengthen work team definition (Sundstrom, p. 8-9)
1. Interdependent roles
2. Interdependent goals
3. Interdependent outcomes or shared fate
4. Reporting to the same manager
5. Co-location or shared workplace
6. Small size
7. Members see themselves as a team
8. Stable membership
Support systems an organization should offer teams
o Team structure: responsibilities, authority, resources, accountability
o Leaders’ roles
o Team staffing
o Measurement and feedback
o Reward system
o Information system
o Communication technology
6 kinds of work teams
1. Production teams
2. Service teams 3. Management teams
4. Project teams
5. Action or performing teams
6. Parallel teams
8 Ways to Build Collaborative Teams (Gratton + Erickson, 2007)
What are the 8 strategies for building collaborative teams?
1. Investing in signature relationship practices.
2. Modeling collaborative behavior.
3. Creating a “gift culture.”
4. Ensuring that requisite skill.
5. Supporting a strong sense of community.
6. Assigning team leaders that are both task- and relationship-oriented.
7. Building on heritage relationships.
8. Understanding role clarity and task ambiguity.
What are the 4 themes these strategies fall under?
Executive Support (1-3)
Focused HR Practices (4-5)
The Right Team Leaders (6)
Team Formation and Structure (7-8)
What theory (-ies) do you see as having connections to these findings/ recommendations? How/why?
Discipline of Teams (Class + Katzenbach & Smith, 1993)
3 team types / Correspondence to 6 kinds of work teams and their main issues
o Teams that recommend things
Kinds of work teams: project (“task force”), parallel (quality circle)
Task forces, project groups, audit, quality or safety groups asked to study and solve particular
Have predetermined completion dates
Two unique critical issues:
Getting off to a fast and constructive start
Ultimate handoff to get recommendations implemented
o Teams that make or do things
Kinds of work teams: Production (manufacturing, development, operations), Service (sales,
marketing service), Action and performing (specialized, collective skill, i.e. firefighting)
Involved in manufacturing, development, operations, marketing, sales, service and other value-
adding, on-going activities
Have no set completion dates
Top management must concentrate on the organization’s “critical delivery points” – places where
the cost and value of the organization’s products and services are most directly determined
o Teams that run things
Kinds of work teams: management
From the top down through the divisional or functional level
Oversees some business, on-going programmer or significant functional activity
Must determine whether a real team approach is the right one, i.e., whether the sum of
individual best will be enough for the performance challenge or whether the group must deliver
real joint work products
Team option promises greater performance but also brings risks
What effective teams do with broad directives. How is this beneficial?
3 skill types (hint: TIP)
o Technical or functional expertise
o Interpersonal skills
o Problem-solving and decision-making skills
Team Theories (Class) MATCHING Why we value theory
o Describe Repeated patterns
o Build a Multitude of Facts/ Decades of Research
4 uses of theory and multi-use theories
4 part definition of good theory
o Testable and Falsifiable
o Clear and Precise
Definition, value of team theories discussed in class (structuration/adaptive structuration, social exchange,
punctuated equilibrium, networking, etc.)
o Structuration theory
Structures shape our actions, AND…. Our actions shape structures
o Adaptive structuration
Role of Information (Communication) Technologies in Organizations and Groups.
o Punctuated Equilibrium Theory
o Social Exchange Theory
Would you go to school if you did not receive a degree in the end?
Would you stay in a relationship when all the two of you do is fight?
Would you buy a product in bulk?
What Makes a Good Team Member (LeFasto + Larson, 2001)
6 factors that distinguish effective team members (examples of positive and negatives of each)