WGU C484.10 Understanding Work Teams Guide 2026–2027 Team Dynamics, Group Behavior & Workplace Collaboration Explained

WGU C484.10 Understanding Work Teams Guide 2026–2027 |
Team Dynamics, Group Behavior & Workplace Collaboration
Explained
1. Group: two or more individuals, interacting and interdependent, who work together to achieve particular
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objectives
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2. Work Group: interacts to share information and make decisions to help each member perform within their areaof
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responsibility
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3. Work Team: individualettortsresultinperformancegreaterthansumoftheindividualinputs
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4. problem solving teams: groups of 5 to 12 employees from the same department, who meet for a few hours
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each week to discuss ways of improving quality, eflciency and the work environment
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5. Self-managed work teams: 10-15peopletakeonoversightresponsibilitiesofsupervisoryfunction v v v v v v v v v v v v




6. Cross-functional teams: employees at about same H-level, but from ditterent functional areas, aligned to v v v v v v v v v v v v v




accomplishatask
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7. Virtual teams: PhysicallydispersedteamstietogetherusingITcommunicationfunctionstoachievea
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common goal
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8. Multi-team systems: Team of Teams - interdependent teams coordinate ettorts to produce a desired
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outcome
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9. Performance Evaluation and Reward System: 4 Factorsto Successful Teams v v v v v v v v v




10. Adequate Resources: 4FactorstoSuccessfulTeams v v v v v v




11. Leadership and Structure: 4 Factors to Successful Teams v v v v v v v




12. Climate of Trust: 4FactorstoSuccessfulTeams v v v v v v v




13. : TeamCompositionFactor
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14. Member Ability: Team Composition Factor v v v v




15. Member Personality: Team Composition Factor v v v v




16. Role Allocation: TeamCompositionFactor
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17. Member Diversity: Team Composition Factor v v v v




18. TeamSize: TeamCompositionFactor
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19. Allocation of roles: putmostable, experienced members incentralteamroles
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20. personalityofmembersofa team: conscientiouspeoplearegoodatbackingupotherpeople. personalv v v v v v v v v v v v v v v




organization, cognitive structuring, achievement oriented and endurance were all related to performance ofteams
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21. Linker: Keyroles: coordinates and integrates
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22. Creator: Key roles: Idea initiator v v v v




23. Promoter: Keyroles:Ideachampion v v v v




24. Assessor: Key roles:Insightful Analysis and Options v v v v v v




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, 25. Organizer: Key roles: Provides structure v v v v




26. Producer: Keyroles:Providesdirectionandfollow-through v v v v v v




27. Controller: Keyroles:Examinesdetailsandenforcesrules v v v v v v v




28. Maintainer: Keyroles:Fightsexternalbattles v v v v v




29. Adviser: Keyroles:Encouragesthesearchformoreinformation v v v v v v v v




30. Organizational Demography: the degree to which members of a work unit share a common v v v v v v v v v v v v v




demographic attribute, such as age, sex, race, educational level, or length or service in an organization, and the impact of
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this attribute on turnover
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31. Keeping teams small: improves group ettectiveness, ideal teams have 5 to 9 members
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32. Reflexivity: reflecting and adjusting the master plan when necessary v v v v v v v v




33. Specific Goals: Successful teams translate common purpose into specific, measurable, and realistic per-
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formancegoalsthatfacilitateclearcommunicationandhelpteamsmaintaintheirfocusongettingresults
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34. Team Efficacy: Team's collective belief they can succeed at allocated tasks
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35. Team Identity: teammemberaflnityforandsenseofbelongingnesstohisorherteam
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36. Team Cohesion: Situationwhenteammembersareemotionally attachedtooneanotherandmotivated toward
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the team because of their attachment
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37. Mental Model: Team members' knowledge and beliefs about how the work gets done by the team
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38. Conflict Levels: RelationshipandTaskconflicts v v v v v




39. Relationship conflicts: based on interpersonal incompatibility, tension, and animosity toward oth-ers— v v v v v v v v v v




arealmostalwaysdysfunctional
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40. Task conflicts: teams are performing nonroutine activities, disagreements about task content stimulate
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discussion, promote critical assessment of problems and options, and can lead to better team decisions, though it may not
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lead to more innovative products
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41. SocialLoafing: individualscanengageinsocialloafingandcoastonthegroup'settortwhentheirparticular
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contributions can't be identified
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42. Team Efficacy: team confidence, can be build with smallsuccesses and training
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43. Mental Model: teammemberssharedknowledgeandbeliefsabouthowtheworkgetsdone
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44. Conflict resolution style: ettective teams resolved conflicts by explicitly discussing issues, inettective teams
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focused more on personalities and how things were said
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45. dealingwith employees with no team skills: don'thirethemorputtheminpositionsthat require
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no team work, put them into training on being a team player
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