Glossary Chapter 12 bureaucratic immunity the ability to make changes without first getting approval from managers or other parts of an organization cohesiveness the extent to which team members are attracted to a team and motivated to remain in it cross training training team members how to do all or most of the jobs performed by the other team members cross-functional team team composed of employees from different functional areas of the organization de-forming a reversal of the forming stage, in which team members position themselves to control pieces of the team, avoid each other, and isolate themselves from team leaders de-norming a reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change de-storming a reversal of the storming phase, in which the team’s comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare employee involvement team team that provides advice or makes suggestions to management concerning specific issues forming the first stage of team development in which team members meet each other, form initial impressions, and begin to establish team norms gainsharing compensation system in which companies share the financial value of performance gains, such as productivity, cost savings, or quality, with their workers individualism-collectivism the degree to which a person believes that people should be self-sufficient and that loyalty to one’s self is more important than loyalty to team or company interpersonal skills skills, such as listening, communicating, questioning, and providing feedback, that enable people to have effective working relationships with others norming the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop norms informally agreed-upon standards that regulate team behaviour performing the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team project team team created to complete specific, one-time projects or tasks within a limited time self-designing team team that has the characteristics of self-managing teams but that also controls team design, work tasks, and team membership self-managing team team that manages and controls all the major tasks of producing a product or service semi-autonomous work group group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service skill-based pay compensation system that pays employees for learning additional skills or knowledge social loafing behaviour in which team members withhold their efforts and fail to perform their share of the work storming the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it structural accommodation the ability to change organizational structures, policies, and practices in order to meet stretch goals team diversity the variances or differences in ability, experience, personality, or any other factor on a team team level the average level of ability, experience, personality, or any other factor on a team traditional work group group composed of two or more people who work together to achieve a shared goal virtual team team composed of geographically and/or organizationally dispersed co-workers who use telecommunication and information technologies to accomplish an organizational task work team a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes