The document outlines various types of teams and their functions within organizations, including formal and informal structures, self-managing teams, and virtual teams. It discusses key concepts like teamwork effectiveness, social loafing, and the benefits of diversity and empowerment. Additionally, it highlights the importance of collaborative efforts in problem-solving and decision-making while emphasizing the role of individual contributions and member satisfaction.

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1. Scholars note that the same heart surgeons have lower death rates for similar procedures when
performed in hospitals where they do more operations.
2. The catchwords for an effective team are empowerment, participation, and diversity.
3. A team 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.
4. Teams that recommend things consist of people with formal responsibility for leading other groups.
5. Teams that recommend things typically work with a target completion date and disband once their
purpose has been fulfilled.
6. Teams that run things may exist at all levels of responsibility, from the individual work unit composed
of a team leader and team members to the top management team composed of a CEO and other senior
executives.
7. Teams that make or do things are functional groups and work units that perform ongoing tasks such as
marketing departments.
8. The head of a formal group serves a linchpin role that ties the group horizontally and vertically with the
rest of the organization.
9. Temporary work groups often appear on organizational charts as departments, divisions, and teams.
10. Cross-functional teams, or task forces,are created for special problem-solving efforts.
11. Informal teams have the potential to speed up the workflow by enabling people to assist each other in
ways that formal lines of authority fail to provide.
12. The informal structures and their embedded social relationships that are active in an organization are
identified by social network analysis.
13. Cross-functional teams bring together persons from different organizations and industries to work on
a common task.
14. The functional silos problem occurs when members of functional units focus on external issues and do
not focus to a sufficient degree on their own areas of responsibility.
15. Virtual teams have members who convene and work together electronically via computers.
16. Employee involvement teams describe a wide variety of teams whose members meet regularly to
collectively examine important workplace issues.
17. Employee involvement teams discuss ways to enhance product or service quality, better satisfy
customers, improve productivity, and enhance the quality of work life.
18. A quality circle is a small group of persons who meet periodically to discuss problems relating to
quality, productivity, or cost, and to develop solutions for them.

2. 19. Virtual teams are ones whose members meet at least part of the time electronically and with computer
support.
20. A potential advantage of virtual teams is that members have very little, if any, direct personal contact.
21. A potential advantage of virtual teams is that computer mediation focuses interaction and decision
making on facts and objective information rather than on emotional considerations.
22. Self-managing teams are small groups that are empowered to make the decisions needed to manage
themselves on a day-to-day basis.
23. Self-managing teams are also known as self-directed teams.
24. Members of a true self-managing work team make decisions on establishing strategy and providing
resources to achieve it.
25. Members of a true self-managing work team make decisions on selecting new team members, training
them for job skills, and evaluating performance.
26. Self-managing teams differ from the more traditional work group in that team members assume duties
otherwise performed by a manager or first-line supervisor.
27. Multiskilling occurs when team members are trained in performing more than one job on the team.
28. The potential benefits of self-managing teams include productivity and quality improvements,
production flexibility, and faster response to technological change, but not reduced absenteeism and
turnover or improved work attitudes and quality of work life.
29. Self-managing teams have structural and management implications for organizations because they
largely eliminate the first-line supervisors.
30. An effective group is one that achieves high levels of task performance,member satisfaction, and
team viability.
31. The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied
to continue working well together on an ongoing basis and/or to look forward to working together again
in the future.
32. The team viability criterion of group effectiveness refers to groups with members who believe that
their participation and experiences are positive and meet important personal needs.
33. Synergy is the creation of a whole that is greater than the sum of its parts.
34. Social loafing, also known as the “Ringlemann effect,” occurs when people work less hard in a group
than they would individually.
35. The performance advantages of teams over individuals are most evident in three situations: 1) when
there is no clear “expert” for a particular task, 2) when the problems are complex and require a division of
labor, and 3) when a riskier decision need be made.
36. Research shows that teams tend to make less risky decisions than individuals.
37. Ringlemann identified two reasons why people may not work as hard in groups as they would
individually: (a) their individual contributions are less noticeable in the context of a group; and (b) group
goals are often less well defined than individual goals.
38. In general, social facilitation theory indicates that working in the presence of others creates an
emotional arousal or excitement that stimulates behavior and therefore affects performance.
39. A team member might withdraw or tend toward social loafing when asked to do something he/she
isn’t very good at.
40. Formal work units, but not temporary task forces or virtual teams, pass through a series of life cycle
stages.

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