Organizational Behavior Study Set 14

Members of high-performance teams have the right mix of technical, problem-solving, decision-making, and interpersonal skills.

The willingness of a team to disband when the job is done and to work well together in future responsibilities is an important long-run test of team success.

During the norming stage of team development, coalitions or cliques may form as individuals compete to impose their preferences on the team and to achieve a desired status position.

The status congruence dilemma is the tendency for diversity in groups to make working together more difficult, even though diversity itself expands the skills and perspectives available for problem solving.

A general sense of purpose gives general direction to a team, and clearly identified performance objectives make that purpose more attainable.

Synergy is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable.

Social loafing occurs when a person's position within the group is equivalent in status to positions held outside of the group.

An essential criterion of a true team is that the team members feel collectively accountable for what they accomplish.

High-performance teams have strong core values that help the team members guide their attitudes and behaviors in directions consistent with the team's purpose.

It is interesting to note that heart surgeons have higher death rates for similar procedures when performed in hospitals where they do more operations.

Even though homogeneous teams may struggle in the short run to resolve issues, they are also likely to develop enhanced performance potential once things are worked out.

The social demands of a task involve the degree to which relationships, ego involvement, controversies over goals, and the like come into play.

Research finds that, in teams, male-dominated individual intelligence, as opposed to collective intelligence, provides a clear focus for solving problems and resolving conflicts.

Tasks that are complex in social demands require unique solutions and more information processing, whereas tasks that are complex in technical demands involve difficulties in reaching agreement on goals or methods for accomplishing them.

An effective team is one that achieves high levels of task performance, member satisfaction, and team viability.

CEO and founder of Amazon.com, Jeff Bezos's simple rule when it comes to the size of a product development team is "No team should be larger than two pizzas can feed."

The member satisfaction criterion of team effectiveness means that members continue to work well together on an ongoing basis and look forward to working together again in the future.

In the norming stage of team development, holding the team together may become more important to some members than working on the team's tasks.

During the forming stage of the team development process, members begin to focus on one another's interpersonal styles.

Homogeneous teams have members who are diverse in demography, experiences, lifestyles, and cultures, among other variables.