Is the degree to which group or team members are attracted to and motivated to remain a part of the group or team?

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the most general and remote, refer to the normative forces holding a group together.

Environmental factors are present when, for example, players are under contract to the management, athletes hold scholarships, family members have expectations of athletes, geographical restrictions exist (e.g., having to play for a certain high school because of where you live), regulations specify the minimum playing time in a youth sport program, and exercisers pay an extra fee for their class.

other factors such as age, proximity, or eligibility requirements can also play an important role. For example, having individuals in close proximity to each other with opportunities for interaction and communication fosters group development.

the size of a group affects cohesion: Smaller groups are more cohesive than larger groups. Furthermore, level of competition seems to influence cohesion: High school teams are more cohesive than collegiate teams.

a tool for measuring social cohesion. It discloses affiliation and attraction among group members, including the presence or absence of cliques, members' perceptions of group closeness, friendship choices in the group, the degree to which athletes perceive interpersonal feelings similarly, social isolation of individual group members, and extent of group attraction.

To generate information for the sociogram, you ask individual group members specific questions such as "Name the three people in the group you would most like to invite to a party and the three people you would least like to invite," "Name the three people you would most like to room with on road trips and the three you would least like to room with," or "Name three people you would most like to practice with during the off-season and three you would least like to practice with." Confidentiality must be ensured, and honesty in responses should be encouraged.

model (MAPS) to help guide the building of various sport teams.

Mission: The mission helps guide the individuals on the team toward higher team-oriented goals. In essence, it is the philosophy driving these goals, which may focus on performance improvement, winning, moral development, intrinsic motivation, or enjoyment.

Assessment: Identifying team strengths and areas of improvement can help coaches develop resources, changes, and processes that will improve the team's potential to achieve its goals.

Plan: Action plans for each person and for the team as a whole can improve effort and commitment. These steps should have a clear consensus with concrete behaviors, targeted actions, and specific timelines.

Systematic evaluation: Periodically reviewing the entire "road map" and looking at how plans were implemented and goals were reached provides a time for reflection, review, and revision.

teams make better decisions, develop better products and services, and create a more engaged workforce than do employees working alone.14 Similarly, team members can quickly share information and coordinate tasks, whereas these processes are slower and prone to more errors in traditional departments led by supervisors. Teams typically provide superior customer service because they provide more breadth of knowledge and expertise to customers than individual "stars" can offer.
Second, people are more motivated in teams because they are accountable to fellow team members, who monitor performance more closely than a traditional supervisor. This is particularly true where the team's performance depends on the worst performer, such as on an assembly line, where how fast the product is assembled depends on the speed of the slowest employee. Third, under some circumstances, performance improves when employees work near others because coworkers become benchmarks of comparison.

1. Internal team processes have historically been categorized as either teamwork or taskwork. Teamwork behaviour has been described as activities that are devoted to enhancing the quality of the interactions, interdependencies, cooperation, and coordination of teams
2. taskwork behaviour has been described as team members' efforts that are devoted to understanding the task requirements, discovering the "rules" by which the tasks are to be performed, establishing the patterns of interaction with equipment, exchanging task-related information, developing team solutions to problems, and so forth. Thus, taskwork represents the technical performance of the team's task, whereas teamwork behaviours are used to direct, align, and monitor taskwork

Team boundary spanning refers to team actions that establish or enhance linkages and manage interactions with parties in the external environment.77 In their classic study of product development teams, Ancona and Caldwell (1992) classified external activities into different types and showed how these types impact overall team performance. They described the first type as ambassador activities because these activities encompassed such behaviours as protecting the team from outside pressure, persuading others to support the team, and lobbying for resources. The ambassador function tends to focus on the team's ability to mould and shape the beliefs of external constituents. Scholars often refer to ambassador activities as vertical boundary spanning because these activities frequently involve communicating with those higher in the organization's hierarchy, such as corporate or division managers.
2. The second type of boundary activity was labelled task coordination. This type represents interactions aimed at coordinating technical or design issues, with examples including discussing design problems with others, obtaining feedback on the product design, and coordinating and negotiating with outsiders. In contrast to ambassador activities, task coordination activities show higher levels of communication laterally through the organization. Thus, they are often referred to as horizontal boundary spanning. As predictors of performance, ambassador and task coordinator activity were both positively related. A third type of boundary spanning, called scouting activity, is described as a general scanning for ideas and information about the competition, the market, or the technology

1. Forming, the first stage of team development, is a period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership. People tend to be polite, will defer to authority, and try to find out what is expected of them and how they will fit into the team.
*The storming stage is marked by interpersonal conflict as members become more proactive and compete for various team roles. Members try to establish norms of appropriate behaviour and performance standards
2. norming stage, the team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based mental model.
3. performing stage, team members have learned to efficiently coordinate and resolve conflicts. In high-performance teams, members are highly cooperative, have a high level of trust in each other, are committed to group objectives, and identify with the team.
4. the adjourning stage occurs when the team is about to disband. Team members shift their attention away from task orientation to a relationship focus.
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punctuated equilibrium model, states that teams working under strict deadlines experience three important phases:
the initial meeting, a
midpoint transition, and
the period close to the endpoint.82 Each of these phases is connected by a period of inertia in which major changes to the team's task and direction are unlikely to occur. For example, a student team working on a project with a deadline would experience the first phase in their initial meetings. Here, they might agree on how to allocate workload and discuss overall goals for the project

here's a saying that committees keep minutes and waste hours. This reflects the fact that teams take longer than individuals to make decisions.114 Teams consume time organizing, coordinating, and maintaining relationships (i.e., process losses). Team members require time to build rapport, agree on rules and norms of behaviour in the decision process, and understand each other's ideas.

Another time-related constraint in most team structures is that only one person can speak at a time.115 This problem, known as production blocking, undermines idea generation in a few ways. First, team members need to listen in on the conversation to find an opportune time to speak up, but this monitoring makes it difficult for them to concentrate on their own ideas. Second, ideas are fleeting, so the longer they wait to speak up, the more likely their flickering ideas will die out. Third, team members might remember their fleeting thoughts by concentrating on them, but this causes them to pay less attention to the conversation. By ignoring what others are saying, team members miss other potentially good ideas.

Sets with similar terms

When members are attracted to the team and motivated to stay in the team?

What is the degree to which members are attracted to their group?