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Chapter 11

MGMT 102 Chapter Notes - Chapter 11: Orienteering, Team Building, Energizer


Department
Management
Course Code
MGMT 102
Professor
Jennifer Hite
Chapter
11

Page:
of 2
Chapter 11: Teams: Characteristics and Diversity
1. An organization cannot function with only the management team or just the
production team. Briefly describe the types of teams using the criteria of purpose
and activity, life span, and member involvement.
*Work Team (is a permanent team that require full-time commitment. Their purpose is to
produce goods and services), Management Teams (They are also permanent but their
purpose is to coordinate activities of organizational subunits for long-term goals), Parallel
Teams (members are from various jobs that provide recommendation to managers
about issues that run parallel to the organization’s production process; can be
permanent or temp), Project teams take on a one-time task and exist only as long as it
takes to finish the task; members have diff types of training and expertise) and Action
teams(perform complex tasks that are limited in duration and highly visible to an
audience)
2. Often, teams go through five different stages of development. Write a summary of
the five-stage progression model.
*Forming = members orient themselves trying to understand their boundaries (what work
they will do, who is in charge etc.); Storming = members remain committed to ideas that
they have brought with them causing some conflict; Norming = members realize that
they need to work together to get work done and that they need to accommodate one
another by forming feelings of solidarity; Performing = Members comfortably work within
their roles and the team makes progress; Adjourning = Members face anxiety and other
emotions when they disengage as the team comes to an end
3. What is the punctuated-equilibrium model of teams? How is it different from the
five-stage model?
*At the initial team meeting, members make assumptions and establish a pattern of behavior
that lasts for the first half of its life. That pattern of behavior continues to dominate the team’s
behavior as it settles into a sort of inertia. At the midway point of the projectand this is true
regardless of the length of the projectsomething remarkable happens: Members realize that
they have to change their task paradigm fundamentally to complete it on time. Teams that take
this opportunity to plan a new approach during this transition tend to do well, and the new
framework dominates their behavior until task completion. However, teams that don’t take the
opportunity to change their approach tend to persist with their original pattern and may “go down
with a sinking ship.”
4. What are the roles that team members can take on teams? How do they affect
team functioning?
*Team task roles = behavior that directly facilitate the accomplishment of team tasks (ex:
orienteer, devil’s advocate, energizer); Team building roles = behaviors that influence
the quality of the team’s social climate (ex: harmonizer, encourager etc.); individualistic
roles = reflect behaviors that benefit the individual at the expense of the team (ex:
aggressor, recognition seeker, dominator);
5. Types of team interdependence?
* Task interdependence: rely on other members for material to complete task (pooled,
sequential, reciprocal and comprehensive); goal interdependence: when members share
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the same vision and align their goals so that it matches the vision; outcome
interdependence: members linked together to receive the same outcome
6. What the abilities could team members possess that affect team? What are
disjunctive, conjunctive and additive tasks? How do member abilities affect their
work on these types of tasks?
*physical abilities, cognitive abilities disjunctive = member who possesses the highest
level of ability relevant to the task will have the most influence on the effectiveness of the
teamconjunctive = the team’s performance depends on the weakest linkadditive =
the contributions resulting from the abilities of every member “add up” to determine team
performance
7. Define task interdependence. Briefly describe the four primary types of task
interdependence.
*Pooled = all members do their own individual work and then just stick them together to
complete task (little to no communication); sequential = each member relies on another
member to finish their work so that they can do their work; reciprocal = info goes back in
forth between two people and then all info is stuck together; comprehensive: everyone
interacts with everyone to get work done
8. Differentiate between surface-level diversity and deep-level diversity.
*Surface level diversity is gender diversity, race diversity, age diversity (diversity that is
observational). This diversity neglectance disappears when members become more
knowledgeable about each other; deeper level diversity is diversity within ideas, values,
personality, attitudes etc.
9. Think about what you learned about group decision making in the Desert Survival
exercise. What are three main concepts that we discussed?
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