Please enable JavaScript.
Coggle requires JavaScript to display documents.
TEAMS: CHARACTERISTICS AND DIVERSITY - Coggle Diagram
TEAMS: CHARACTERISTICS AND DIVERSITY
TEAM TYPES
WORK TEAMS
Designed to be relatively permanent.
PURPOSE:
Produce goods or services, they generally require a full-time commitment from their members.
MANAGEMENT TEAMS
Similar to
work teams
in that they are designed to be relatively permanent; they are also
distinct
in a number of important ways.
Integrate activities of subunits across business function
PARALLEL TEAMS
Members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production processes.
Part time
commitment from members, they can be permanent or temporary.
PROJECT TEAMS
Formed to take on
“one-time”
tasks that are generally complex and require a lot of input from members with different types training and expertise.
Members of some project teams work
full-time
, whereas
other teams demand only a
part-time commitment
.
ACTION TEAMS
Perform tasks that are normally limited in duration.
Tasks are quite
complex, take place in contexts that are either highly visible to an audience or of a highly challenging nature
VARIATIONS WITHIN TEAM TYPES
VIRTUAL TEAMS
teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communications—primarily e-mail, instant messaging,
group calendars, web conferencing, social media, and other meeting tools.
STAGES OF DEVELOPMENT
FORMING
Members orient themselves by trying to understand their boundaries in the team, try to get a feel for what is expected of them, what types of behaviors, who's in charge.
STORMING
Members remain committed to ideas they bring with them to the
team
NORMING
members realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another.
PERFORMING
members are comfortable working within their roles, and the team makes progress toward goals
ADJOURINING
members experience anxiety and other emotions as they disengage and ultimately separate from the team
PUNCTUATED EQUILIBRIUM
TEAM INDEPENDENCE
TASK INTERDEPENDENCE
Refers to the degree to which team membes interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team
POOLED INTERDEPENDENCE
SEQUENTIAL INTERDEPENDENCE
RECIPROCAL INTERDEPENCE
COMPREHENSIVE INTERDEPENDENCE
GOAL INTERDEPENDENCE
OUTCOME INTERDEPENDENCE
TEAM COMPOSITION
ROLES
ABILITY
PERSONALITY
TEAM DIVERSITY
Trying to understand the effects of diversity on teams is difficult because there are so many different characteristics that
may be used to categorize people
Value in diversity y problem-solving approach
TEAM SIZE
According to the results of ỏn meta-analysis, is that having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks,