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| cross-functional teams | Teams made up of technical specialists from different areas. (See page(s) 148) |
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| group | Two or more freely interacting people with shared norms and goals and a common identity. (See page(s) 138) |
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| group cohesiveness | A "we feeling" binding group members together. (See page(s) 140) |
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| maintenance role | Relationship-building group behaviour. (See page(s) 141) |
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| norm | Shared attitudes, opinions, feelings, or actions that guide social behaviour. (See page(s) 142) |
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| ostracism | Rejection by other group members. (See page(s) 142) |
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| role | Expected behaviours for a given position. (See page(s) 140) |
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| role ambiguity | An individual does not know what is expected of them. (See page(s) 141) |
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| role conflict | Other people having conflicting or inconsistent expectations of someone. (See page(s) 141) |
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| role overload | Other people's expectations of someone exceed that individual's ability. (See page(s) 140) |
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| self-managed teams | Groups of employees granted administrative responsibility for their work. (See page(s) 147) |
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| social loafing | Decrease in individual effort as group size increases. (See page(s) 150) |
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| task role | Task-oriented group behaviour. (See page(s) 141) |
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| team | Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach. (See page(s) 144) |
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| trust | Reciprocal faith in others' intentions and behaviour. (See page(s) 146) |
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| virtual teams | Physically dispersed task groups that conduct their business through modern information technology. (See page(s) 148) |