Bambi serves as a member of a team responsible for reviewing all of the company's facilities to make sure they are making the best use of the available space. Whenever someone suggest that some aspect of the current configuration is working fine, Bambi challenges the status quo with constructive alternative views. Bambi has assumed the role of
- slacker.
- blocker.
- follower.
- compromiser.
- devil's advocate.
Team task roles refer to behaviors that directly facilitate the accomplishment of team tasks. An example is the devil's advocate, who offers constructive challenges to the team's status quo.
Role: The behavior a person is generally expected to display in a given context.
Cora frequently challenges the teams' assumptions and status quo. Cora exhibits the devil's advocate role.
A devil's advocate does not allow the team to become complacent. This person challenges the status quo and may be most important when the stakes for the team are high.
Role: The behavior a person is generally expected to display in a given context.
The effects of team diversity on team performance are independent of the nature of the team or the organizational context.
Diversity of team member characteristics may matter more or less depending on the nature of the team and the organizational context.
Team Diversity: The degree to which team members are different from one another.
________ diversity refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience.
- Disjunctive
- Similarity-attraction
- Surface-level
- Conjunctive
- Deep-level
Deep-level diversity refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience. Differences in attitudes, values, and personality are good examples of deep-level diversity.
Deep-Level Diversity: Diversity of attributes that are inferred through observation or experience, such as one’s values or personality.
According to the similarity-attraction approach, a team with high diversity will have high team effectiveness.
A theory that's been used widely to explain why diversity may have detrimental effects on teams is called the similarity-attraction approach. Research has shown that diversity is associated with communication problems and ultimately poor team effectiveness.
Similarity-Attraction Approach: A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them.
According to the value in diversity problem-solving approach, diversity in attributes such as cultural background, race, and attitudes are associated with communication problems and ultimately poor team effectiveness.
According to the similarity-attraction approach, diversity on attributes such as cultural background, race, and attitudes are associated with communication problems and ultimately poor team effectiveness. According to the value in diversity approach, diversity is beneficial because it provides for a larger pool of knowledge and perspectives from which the team can draw.
Value In Diversity Problem-Solving Approach: A theory that supports team diversity because it provides a larger pool of knowledge and perspectives.
Milo has assembled a diverse team of leaders to carry out major initiatives within his company. Milo has quickly noticed that the wide variety of viewpoints shared by team members has made it hard for the team to reach any goals. How can Milo address this problem?
- instruct the team to reflect on its goals and progress
- encourage freedom of expression within the team setting
- eliminate introverted and disagreeable members from the team
- try to avoid overemphasizing the importance of tasks and procedures
- make sure every team member participates and has input in each discussion
Diversity in members' approach to pursing goals has been shown to hinder team functioning and effectiveness, but this effect can be reduced if teams are instructed to take the time to reflect on their progress toward goals and their strategies. Negative effects of deep-level diversity with respect to members' values have been found to be reduced when team leaders emphasize the teams' task and provide explicit direction regarding team procedures, standards, roles, and expectations. However, team leaders can also exacerbate problems associated with deep-level diversity.
Team: Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.
Halle is on a team that has just been formed. There are people of a wide variety of ages and ethnicities, and there is an even blend of men and women. Halle's team demonstrates
- deep-level diversity.
- surface-level diversity.
- high task interdependence.
- conjunctive task completion.
- low outcome interdependence.
Surface-level diversity refers to diversity regarding observable attributes such as race, ethnicity, sex, and age.
Surface-Level Diversity: Diversity of observable attributes such as race, gender, ethnicity, and age.
Elizabeth is on the same team as Reece, but she never interacts with him because she knows they are on opposite sides of the political ideological spectrum. As a result, their team generates few ideas to help the company. This is an example of
- deep-level diversity.
- the role of devil's advocate
- comprehensive interdependence.
- the similarity-attraction approach to diversity.
- the value in diversity problem-solving approach.
A theory that has been used widely to explain why diversity may have detrimental effects on teams is called the similarity-attraction approach. According to this perspective, people tend to be more attracted to others who are perceived as more similar. People also tend to avoid interacting with those who are perceived to be dissimilar, to reduce the likelihood of having uncomfortable disagreements.
Similarity-Attraction Approach: A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them.
According to the value in diversity problem-solving approach
- diversity in teams is beneficial because it provides for a larger pool of knowledge from which a team can draw as it carries out its work.
- diversity in teams is not beneficial if the problems to be solved are unfamiliar to the team members.
- surface-level diversity is less likely to lead to team cohesion than deep-level diversity is.
- deep-level diversity in teams is less likely to lead to productive outcomes than surface-level diversity is.
- diversity in teams is beneficial because it allows the individual team members to accept differences between people and work together.
The value in diversity problem-solving approach suggests that diversity is beneficial because it encourages exchange of information and learning.
Value In Diversity Problem-Solving Approach: A theory that supports team diversity because it provides a larger pool of knowledge and perspectives.
Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks.
Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks.
Project Teams: A team formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas.
Deep-level diversity has positive effects on team creativity when
- team members are instructed to take the perspective of their teammates.
- all team members are highly conscientious.
- there are no team members exhibiting individualistic roles.
- team size is more than 15 people.
- there are fewer than three fault lines in the team.
Deep-level diversity has positive effects on team creativity when team members are instructed to take the perspective of their teammates.
Deep-Level Diversity: Diversity of attributes that are inferred through observation or experience, such as one’s values or personality.
________ diversity refers to diversity regarding observable attributes such as race, ethnicity, sex, and age.
- Disjunctive
- Additive
- Surface-level
- Conjunctive
- Deep-level
Surface-level diversity refers to diversity regarding observable attributes such as race, ethnicity, sex, and age. Although surface-level diversity may have a negative impact on teams early in their existence because of similarity-attraction issues, those negative effects tend to disappear as members become more knowledgeable about one another.
Surface-Level Diversity: Diversity of observable attributes such as race, gender, ethnicity, and age.
"Diversity on attributes such as cultural background, race, and attitudes is associated with communication problems and ultimately poor team effectiveness." This statement represents the theory of the ________ approach to diversity in teams.
- cooperative diversity
- similarity-attraction
- surface-level
- diversity combining
- value in diversity problem-solving
Similarity-attraction approach says that diversity is detrimental because people tend to be more attracted to others who are perceived as more similar and avoid interacting with those who are perceived to be dissimilar. This results in communication problems and poor team effectiveness.
Similarity-Attraction Approach: A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them.
Which of the following statements accurately describes outcome interdependence?
- A low degree of outcome interdependence exists when all team members share in the rewards that the entire team earns.
- In teams with high outcome interdependence, the reward that the team receives is not linked to the performance of each team member.
- High outcome interdependence implies that team members depend solely on their own individual performances for the rewards that they receive.
- Low outcome interdependence exists in teams in which individual members receive rewards and punishments on the basis of their own performance.
- On teams in which members reflect on their performance, higher levels of outcome interdependence decrease the amount of information shared among members.
Because team achievement depends on the performance of each team member, high outcome interdependence implies that team members depend on the performance of other team members for the rewards that they receive.
Outcome Interdependence: The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.
In NCAA College Football, the Heisman Trophy is given to the top player, without regard to the performance of the player's team. The award could go to a player whose team does not even reach the playoffs. This award is an example of ________ interdependence.
- low task
- low goal
- high task
- low outcome
- high outcome
Low outcome interdependence exists in teams in which individual members receive rewards and punishments on the basis of their own performance, without regard to the performance of the team.
Team: Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.
Team reward structures with hybrid outcome interdependence reward members based on how well they perform as individuals rather than overall team performance.
Designing team reward structures with hybrid outcome interdependence means that members receive rewards that are dependent on both their team's performance and how well they perform as individuals.
Hybrid Outcome Interdependence: When team members receive rewards based on both their individual performance and that of the team to which they belong.
Yuri likes the results he gets from organizing the employees at his law firm into teams. Unfortunately, Jacob, undeniably the most talented partner in the firm, feels he is not being recognized and is insufficiently compensated for his contribution to the firm, and Yuri realizes that he is probably right. How can Yuri structure his salaries to encourage teamwork, while retaining top performers like Jacob?
- begin paying each employee the same hourly wage
- base wages on the performance of each individual team
- base wages on the performance of all the teams in the firm
- pay each individual based on his or her individual performance
- combine individual and team performance when determining wages
Hybrid outcome interdependence means that members receive rewards that are dependent on both their team's performance and how well they perform as individuals. The majority of organizations that use teams use some sort of hybrid outcome interdependence.
Team: Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.
Carter's Critters, a large pet store, pays its employees a base salary, as well as up to a 10 percent bonus based on high individual performance and up to a 7 percent bonus based on high team performance. Carter's uses a reward structure with
- parallel teams.
- management teams.
- punctuated equilibrium.
- sequential interdependence.
- hybrid outcome interdependence.
Hybrid outcome interdependence means that members receive rewards that are dependent on both their team's performance and how well they perform as individuals. The majority of organizations that use teams use some sort of hybrid outcome interdependence.
Hybrid Outcome Interdependence: When team members receive rewards based on both their individual performance and that of the team to which they belong.
Moe is an average worker stuck on a team of complacent workers. Nick is an innovator who produces triple the amount of the average worker. Wyatt is a slacker who has been placed on Nick's team. Shanda is an average worker on an average team. Leroy is the hardest worker on Shanda's team. Which of these individuals would probably benefit most from high outcome interdependence at work?
- Moe
- Nick
- Wyatt
- Leroy
- Shanda
High outcome interdependence means a person's pay depends upon the output of the person's team. Since Wyatt does very little, himself, but works with someone who is very productive, he would benefit most from having his compensation tied to what his team members produce.
Outcome Interdependence: The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.
________ means that members receive rewards that are dependent on both their team's performance and how well they perform as individuals.
- Task interdependence
- Hybrid outcome interdependence
- Goal interdependence
- Member ability
- Member personality
Hybrid outcome interdependence means that members receive rewards that are dependent on both their team's performance and how well they perform as individuals. The majority of organizations that use teams use some sort of hybrid outcome interdependence.
Hybrid Outcome Interdependence: When team members receive rewards based on both their individual performance and that of the team to which they belong.
Which of the following is True with regard to outcome interdependence?
- In an organization with compensation that has high outcome interdependence, a higher percentage of employees' pay will depend on how well their team does.
- In an organization with compensation that has low outcome interdependence, members receive rewards that are dependent on their team's performance.
- Team reward structures with hybrid outcome interdependence reward members based solely on their own performance, irrespective of team performance.
- In an organization with compensation that has low outcome interdependence, a higher percentage of employees' pay will depend on how well their team does.
- Team reward structures with high outcome interdependence reward members based solely on their own performance, irrespective of team performance.
In an organization with compensation that has high outcome interdependence, a higher percentage of employees' pay will depend on how well their team does.
Outcome Interdependence: The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.