Work Teams
Popularity of Teams
Groups vs Teams
Types of Teams
Cross-Functional Teams
Virtual Teams
Self Managed Work Teams
Multiteam Systems
Problem-Solving Teams
Team Effectiveness
Composition
Process
Context
Leadership and Structure
Climate of Trust
Adequate Resources
Performance evaluation and reward systems
Allocating roles
Diversity
Cultural differences
Personality
Size of teams
Abilities of members
Member preferences
Team identity
Team cohesion
Team efficacy
Mental models
Social loafing
Specific goals
Common purpose
Conflict levels
Creating Team Players
Training
Rewarding
Selecting
Is team necessary?
flexible and responsive to changes in events
effective
increase employee involvement
encourages creative mindset
Work team
Workgroup
group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility
group whose individual effort result in performance that is grater than the sum of individual inputs
Characteristic Differences
Goal
Synergy
Accountability
Skills
Group - Share info
Team - Collective performance
Group - Neutral
Team - Positive
Group - Individual
Team - Individual and mutual
Group - Random and varied
Team - Complementary
Groups of 5-12 employees form same department who meet for a few hours each week to discuss way of improving quality, efficiency, and the work environment
Groups of 10-15 people who take on responsibilities of their former supervisors - supervisors no longer a necessary role
only make reccomendations
implement solutions
supervisory responsibilities - assigning tasks, scheduling work, make operating decisions
employees form about the same hierarchical level, but from different work area, who come together to accomplish a task
need strong exchange of info
high need for coordination - complex to manage âš
requires build of trust and teamwork
settling period before power shifts can occur without conflict
long early stage of development
diverse set of skills and disciplines with collaborative efforts
teams that use computer technology to tie together physically dispersed members in order to achieve common goal
make sure team not invisible to organisation
need to establish trust
requires close monitoring of progress
collection of two or more interdependent teams that share a super ordinate goal; a team of teams
e.g coordination of response after car crash
leader must facilitate communication and also lead each team
no scarcity, support from organisation
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
recognise positive individual and team outcomes and reward appropriately
more likely to take risks and expose vulnerability
but too much trust can be a bad thing
set limits on what members can do and how effective team will be
conscientiousness - backing up other members and recognising when help is needed
Creator
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
cultural diversity can interfere with team processes
smaller is more effective - 5-9 members
not every employee is team player
high openness - better communication
agreeableness - disagreeable members hinder teams
Promoter
Linker
Assessor
Organiser
Producer
Controller
Maintainer
Adviser
unrelated to team performance
be aware of how people identify with their cultural status
diverse teams require appropriate leadership
asset for tasks that call for variety of viewpoints
difficult to learn to work together
managers often use more
more people - social loafing, lack of cohesiveness
consider individual preferences along with skills, abilities and personalities
clear sense of what needs to be done and how
specific, measurable, realistic performance goals
belief that they can succeed
a team member's affinity for and sense of belonging to their team
slacking off of group work, not doing proportionate amount of work
relationship conflicts - dysfunctional
members are emotionally attached to one another and motivated towards their team because of this attachment
team member's knowledge and belief about how work gets done by the team
reflectivity - reflect on and adjust purpose when necessary
task conflicts - can be functional - promote critical analysis and innovative thinking
choosing people with technical requirements and are also strong team players
workshops - problem-solving, communication, negotiation, conflict-management and coaching skills
individual rewards - for training new colleague, helping to resolve team conflicts, and mastering needed new skills
teamwork takes more time and resources
more communication demands, conflicts to manage and meetings to run
does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals?
are members of group interdependent?
can work be done better by more than 1 person?