OTB Chapter 7 pt 2

cohesiveness

team members are homogenous in age, attitudes, needs and backgrounds

respect one another's competencies

agree on common goals

team tasks require interdependent efforts

team task is relatively small and physically isolated

how to manage team conflict

giving ample recognition to each member

focussing on a win-win situation in which both the individual and team benefit

establish a team charter

mediating personal differences

find areas of agreement to allow members to focus on team goals

types of
workplace teams

Employee involvement teams are teams of workers (typically 5-10 people) who meet regularly outside their normal work units for the purpose of collectively addressing important workplace issues

Problem solving teams
(quality circles,
task forces and
autonomous work teams)

Quality circle is a small group of people who meet periodically to discuss and develop solutions for problems relating to quality, productivity and cost

. Task forces are temporary teams created to fulfil a defined task within a fairly short period of time.

Autonomous work teams perform highly related or interdependent jobs and they are given significant authority and responsibility for many aspects of their work such as planning, scheduling, assigning tasks to members and making decisions with financial consequences.

Self-managing teams (SMTs) or self-directed teams are small groups of people empowered to manage themselves and the work they do on a day-to-day basis.

A virtual team is one whose members work interdependently towards the achievement of a common goal across space and time or across organisational boundaries

challenges of work teams

building of trust for virtual teams

accountability for SMTs

diversity

different perspectives,behaviours and communication

language and cultural corms

dislike and mistrust between members through ignorance

stereotyping or misunderstandings.