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Work Teams (Types of Teams (Cross-Functional Teams (employees form about…

- - - - Group - Share info
        Team - Collective performance
    - - Group - Neutral
        Team - Positive
    - - Group - Individual
        Team - Individual and mutual
    - - Group - Random and varied
        Team - Complementary
- - - - Creator
      - Promoter
      - Linker
      - Assessor
      - Organiser
      - Producer
      - Controller
      - Maintainer
      - Adviser
    - - Organisational Demography - the degree to which members of a work unit share a common demographic attribute - age/race/gender/education level/length of service - and the impact of attribute on turnover
      - unrelated to team performance
      - diverse teams require appropriate leadership
    - - cultural diversity can interfere with team processes
      - be aware of how people identify with their cultural status
      - asset for tasks that call for variety of viewpoints
      - difficult to learn to work together
    - - conscientiousness - backing up other members and recognising when help is needed
      - high openness - better communication
      - agreeableness - disagreeable members hinder teams
    - - smaller is more effective - 5-9 members
      - managers often use more
      - more people - social loafing, lack of cohesiveness
    - - set limits on what members can do and how effective team will be
    - - not every employee is team player
      - consider individual preferences along with skills, abilities and personalities
  - - - a team member's affinity for and sense of belonging to their team
    - - members are emotionally attached to one another and motivated towards their team because of this attachment
    - - belief that they can succeed
    - - team member's knowledge and belief about how work gets done by the team
    - - slacking off of group work, not doing proportionate amount of work
    - - specific, measurable, realistic performance goals
    - - clear sense of what needs to be done and how
      - reflectivity - reflect on and adjust purpose when necessary
    - - relationship conflicts - dysfunctional
      - task conflicts - can be functional - promote critical analysis and innovative thinking
  - - - agree on specifics of work and how they fit together
    - - foundation of leadership - allows team to accept and commit to leader's goals and decisions
      - more likely to take risks and expose vulnerability
      - but too much trust can be a bad thing
    - - no scarcity, support from organisation
    - - recognise positive individual and team outcomes and reward appropriately