Tacit coordination, 151
Tacit knowledge, 346
Tactical teams, 79
Talent pool, diversity of, 90
Target performance levels, 71
Task analysis, 75
authority, 78–79
backing-up behavior, 82
cooperative versus competitive interests, 84–85
creative teams, 81
demonstrable and nondemonstrable tasks, 84
goals, 77–78
problem-solving teams, 81
roles and responsibilities, 82
tactical teams, 79–80
task determination, 77–79
task interdependence, 82–84
team size, 85–86
time pressure, 86–87
Task conflict, 196–99
contingency theory of, 208
divergent thinking and, 220–21
global cultures, 205
trust and, 201
Task-content conflicts, 210
Task coordination, 26
Task delegation, 301
Task demands, 43
Task determination, 77–79
Task interdependence, 82–84
pooled, 82
reciprocal, 83
sequential, 82
Task leadership, 281
Task-management skills, 88, 89, 241
Task performance, IT impact on, 343–44
Task process coaching, 210
Task-process conflicts, 210
Tasks, information sharing on, 144
Team autonomy, 16–17
Team-based pay, 46–55
gainsharing, 46, 54
guiding principles, 70
incentive pay, 47, 48–53
individual pay versus, 70
profit sharing, 46, 53
recognition, 50–51, 53
Team behavior
cohesion and, 116
groupthink and, 174
Team bonus pay, 48
Team boundaries, 248–50
Team building. See Task analysis
Team-building responsibilities, of managers, 14
Team-building skills, developing, 19–21
Team charters, 37, 347
Team coaching, 101–
Team communication. See Communication
Team conflict. See Conflict
Team context, 23–24
Team creativity. See Creativity
Team culture, 24, 25
Team decision making. See Decision making
Team design, 24–25, 77, 175, 210
conflict intervention and, 210–12
people, 88–97
processes, 97–102
task analysis, 77–87
Team development, 105, 123–29, 156
Team diagnostic survey (TDS), 60
Team discontinuity effect, 314
Team effectiveness
conflict types and, 200–
leadership and, 287–88
relationship with environment, 249–50
Team empowerment continuum, 299
Team goals. See Goals
Team identity, 307–13
cohesion and, 116
common identity and common bonds, 107
group entiativity, 105
group identity, 105–
group-serving attributions, 108–
identity fusion, 106
Team integration, structural solutions, 270
Team learning, 157
Team longevity, 17, 159–61
Team members
compensation and, 69–70
conflict among, 14
diversity and, 94–95
external roles of, 253–55
fluid membership, 238–39
group socialization and, 123–24
information technology and, 344–46
interests, alignment of, 84–85
itinerant and indigenous, 269–70
meetings and, 360
overlapping, 270
retreats and, 15–16
rewards for, 36
task interdependence among, 82–84
team selection and, 89–90 (see also Team selection)
training, 38, 152–53
Team member skills, 26–27
Team mental models, 148
Team norms. See Norms
Team paradox, 278
Team performance, 23, 42
cohesion and, 116
KSAs, 26
motivation and effort, 30–31
task conflict and, 196–99
team context, 23–24
TMS and, 131, 150–57
Team performance analysis, 42
Team performance appraisal, 56–62
360-degree evaluation program, 46, 59–60, 69
measurement, 58–59
ratee bias, 66–69
rater bias, 62–66
Team performance criteria
cohesion, 40–41
integration, 41–42
learning, 41
productivity, 39–40
Team performance equation, 43, 167
Team problems diagnosis of, 17–18
Team processes. See Processes
Team (re)Design, 210
Team reflexivity, 146
Team-related decision making, 163
Team rewards, 11
Team rivalry, 314–15
Teams
autonomy vs manager control, 17
BAG scale, 110, 111
broadcasting, 249, 251
characteristics of, –
creative, 81, 216–40
crew classification scale, 80–81
defining, –
emotional intelligence in, 114–15
emotion (example), 104
failure and, 13
frustrating aspects in, 18
group cohesion, 115–18
group mood and emotion, 110–15
group potency and collective efficacy, 109–10
insulating, 250–51
integral model, 24
leadership and, 14
leadership survey results, 16–18
longevity aspect, 17
managerial error and, 13
marketing, 249
observations about, 13–16
problems with, 13
reasons for, –
respect, 118
role negotiation, 125
roles and responsibilities, 82
single-digit, 38
surveying, 250, 251
team identity, 307–13
ties in, 262
trust, 118–22
types of, –12
virtual, 347
work authority,
X-teams, 249–50
See also Information technology; Interteam relations; Knowledge, valuation; Leadership; Meetings; Networking; Social capital
Team selection, 89
diversity, 90–93
interpersonal skills, 88
member-initiated, 89–90
task-management skills, 88
technical or functional expertise, 88
Team size, 16
EBS and, 241
groupthink and, 175
information dependence problem and, 142
task analysis and, 85–86
Team socialization, 123–29
Team structure, 98
Team tasks, 10
Teamwork
cross-cultural, 352–56
frustrating aspects of, 17–18
See also Compensation; Performance appraisals
Teamwork model, 23
cohesion, 40–41
integration, 41–42
KSAs, 26
learning, 41
motivation and effort, 30–31
productivity, 39–40
team context, 23–24
Technical expertise, 88
Technology, for virtual teams, 339–40, 344
See also Information technology
Temporary, people’s behavior, 283
Thalidomide, marketing of, 172
Theory X managers, 62
Theory Y, 304
Theory Y managers, 62
Traverse industries, 253
Threshold model, 148
Ties
leadership, 262
teams, 271–73
Time
decision making and, 177–78, 341–42
pressure, 86–87
Top-management teams (TMTs), 261, 305
Traditional teams, 345
Trained facilitators, 233–34
Training, 38
case analysis, 154–55
team members, 157, 168
work groups, 153–55
Trait theories, leadership
birth order, 282
gender, 282–83
intelligence, 281
personality, 281–82
Transactional leadership, 285, 289
Transactional models of teamwork, 285–287
Transactive memory system (TMS), 131, 150–57
developing, 152–53
tacit coordination, 151
team longevity and, 159–61
team performance and, 151–55
training, 155–57
Transformational leadership, 285–87, 289
Transparency illusion, 134
Trust, 118–120
building, 146
conflict and, 201
on face-to-face contact, 121
familarity based, 120
on flattery, 121
implicit, 120
incentive-based, 119
mere exposure, 121
mirroring, 121
similarity based, 120
social networks, 120
Trust ties, 271
Tumor problem, 152
Tunnel vision, 166, 181
Turnover, 128–29, 157
Typical task, gender group, 96
