Both: behavioral expectation, collective normalization effort, active group dynamics, some level of decision making

• Generate ideas, pool resources and coordinate logistics such as work schedules – work group: limited to information gathering for decision makers outside the group.
  

Goal: Share information

Synergy:Neutral (sometimes negatives)

Accountability: individual

Skills: Random and varied

Problem solving teams (5-12): same department, meet for few hours each week to discuss ways of improving quality, efficiency and the work environment

Cross functional team: same hierarchical level but from different work areas come together to accomplish a task

Virtual teams: use computer technology to tie together physically dispered members to achieve a common goal

Can select their own members, evaluate each other’s performance => supervisor position’s decrease in importance/ eliminated.

• can speak up, feel safe – conflict is beneficial, boots performance

When team members perceived economic rewards such as pay - dependent on input from their teammates => performance improve

Higher job satisfaction, but also higher absenteeism and turnover rates.

Multiteam system: collection of many interdependent teams that share a superodinate goal, a team of teams

What to do, equal work load, specifics of work, how to integrate individual skills.

Multiteam systems: especially important – need to empower teams – delegating responsibility to them, make sure teams work together rather than against.

Climate of trust: allow a team to be willing to accept and commit to its leader's goals and decision

• how trust dispersed among team members

Performance evaluation and reward systems

• focus on hybrid systems that recognize individual members for their exceptional contributions
• reward the entire group for positive outcomes
• group-based appraisal, profit sharing, gain sharing, small group incentive...

Personality:

• conscientiousness (group high conscientious people together): normalization dynamic will complicate interaction and force the higly conscientious member to lower expectation and lower group performance
• openness: communicate better with one another and throw out more ideas
• agreeableness: many as possible

Diversity:
Organizational demography: the degree to which members of a work unit share a common demographic attribute (age, sex, gender, education, tenure) and the impact of this attribute on turn over.

Size of teams (5): small improve effectiveness because big (chesivenss, mutual accountability decline, social loafing increase and communicate less)

Member preferences: select peope who prefer working as part of a group

task entails considerable thought: high-ability teams composed of most intelligent member and adaptable to changing situations, workload distributed evenly

ability of team leader:

• smart team leader: help less-intelligent team member
• less intelligent leader: neutralize effect of a high-ability team

Common plan & purpose: analyze mission, developing goals to achieve that mission and create strategies for achieving goals

• Reflexivity: reflect on and adjust master plan when necessary.

Specific goals: specific, measurable, realistic performance goals, facilitate communication and high difficulty

Team efficacy: effective teams have confidence in themselves: believe they can succeed.

• Ways to increase team efficacy: help team achieve small success to build trust + provide training: technical + interpersonal skills.

Mental models: organized mental representations of the key elements within a team’s environment that team member share (perception about how to do things)

Conflicts levels: not all bad bc (apathetic and stagnant)

• relationship conflict (based on interpersonal incompatibilities): most dysfunctional
• task conflict: stimulate discussion, prmote critical assessment and lead to better decision

Social loafing: should be clear on what are individual responsibility and joint responsibility.