Buad 309 Chapter 11

Front 1

Team

Back 1

small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach. Common commitment

Front 2

A work group becomes a tam when

Back 2

1. Leadership becomes a shared activity, 2. Accountability shifts from strictly individual to both individual and collective. 3. The group develops its own purpose or mission, 4. Problem solving becomes a way of life, not a part-time activity. 5. Effectiveness is measured by the group’s collective outcomes and products.

Front 3

Four general types of work teams

Back 3

advice, production, project, and action.

Front 4

Advice teams

Back 4

are created to broaden the information base for managerial decisions. Low degree of technical specialization. Coordination low because work pretty much on their own.

Front 5

Production teams

Back 5

Day to Day operations. Minimal training for routine tasks account for the low degree of technical specialization. Coordination typically high because work flows from one team to another.

Front 6

Project teams

Back 6

require creative problem solving, often involving the application of specialized knowledge.

Front 7

Action teams

Back 7

high specialization is combined with high coordination

Front 8

Team viability

Back 8

team members satisfied and willing to contribute

Front 9

How strong are your Teamwork Competencies?:

Back 9

Orients team to problem-solving situation, organizes and manages team performance, promotes a positive team environment, facilitates and manages task conflict, appropriately promotes perspective.

Front 10

Characteristics of effective teamwork

Back 10

clear purpose, informality, participation, listening, civilized disagreement, consensus decisions, open communications, clear roles and work assignments, shared leadership, external relations, style diversity, self-assessment.

Front 11

Cooperation

Back 11

when efforts are systematically integrated to achieve a collective objective. The greater the integration the greater the degree of cooperation.

Front 12

Why work teams fail:

Back 12

mistakes of management: lessons form one team not transferred to others, vague or conflicting team assignments, inadequate team skills training, poor staffing of teams, lack of trust. Problems typically experienced by team members: teams tries to do too much too soon, conflict over differences in personal work styles, too much emphasis on results, not enough on team processes and group dynamics, unanticipated obstacles causes team to give up.

Front 13

1. Cooperation is superior to competition in promoting achievement and productivity.
2. Cooperation is superior to individualistic efforts in promoting achievement and productivity

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3. Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition.

Front 14

Trust:

Back 14

: reciprocal faith in other’s intentions and behaviors.

Front 15

Propensity to trust

Back 15

a personality trait involving one’s general willingness to trust others

Front 16

Interpersonal trust involves a cognitive leap

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first hand knowledge of other person’s reliability and integrity→ cognitive leap→ faith in other’s person’s good intentions assumption that other person will behave as desired→ trust.

Front 17

How to build trust: 1. Communication- keep team members and employees informed by explaining policies and decisions and providing accurate feedback. Be candid about one’s own problems and limitations. Tell the truth. 2. Support- be available and approachable. Provide help, advice, coaching, and support for team members ideas. 3. Respect- delegation in the form of real decision-making authority is the most important expression of managerial respect. Actively listening to the ideas of other is a close second (empowerment is not possible without trust).

Back 17

4. Fairness- be quick to give credit and recognition to those who deserve it. Make sure all performance appraisals and evaluations are objective and impartial. 5. Predictability- be consistent and predictable in your daily affairs. Keep both expressed and implied promises. 6. Competence: enhance your credibility by demonstrating good business sense, technical ability and professionalism.

Front 18

Cohesiveness:

Back 18

a sense of “we-ness” helps group stick together. Stay together because 1. They enjoy each others’ company (soci-emotional cohesiveness) or 2. because they need each other to accomplish a common goal (instrumental cohesiveness)

Front 19

Socio-emotional cohesiveness

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: is a sense of togetherness that develops when individuals derive emotional satisfaction form group participation.

Front 20

Socio-emotional cohesiveness manager tips

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: keep the group relatively small, strive for a favorable public image to increase the status and prestige of belonging, encourage interaction and cooperation, emphasize members common characteristics and interest, point out environmental threats (competitor’s achievements) to rally the group.

Front 21

Instrumental cohesiveness

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is a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achiever the common goal.

Front 22

Instrumental cohesiveness manager tips

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regularly update and clarify the groups goals, give eery group member a vital “piece of the action”, channel each group member’s special talents toward the common goals, recognize and equitable reinforce every member’s contributions, frequently remind group members they need each other to get the job done.

Front 23

Parallel structures

Back 23

exist outside normal channels of authority and communication.

Front 24

Self-managed teams

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are integrated into the basic organization structure.

Front 25

Virtual team

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is a physically dispersed task group that conducts its business primarily through modern information technology. ( lack face-to face interactions which can weaken trust, communication, and accountability).

Front 26

Self-managed teams

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groups of workers who are given administrative oversight for their task domains, groups of employees granted administrative oversight for their work. Administrative oversight involves delegated activities such as planning, scheduling, monitoring and staffing. Four indirect influence tactics: relating (understanding the organization’s power structure, building trust, showing concern for individual team members), Scouting (seeking outside information, diagnosing teamwork problems, facilitating group problem solving), Persuading ( gathering outside support and resources , influence team to be more effective and pursue organizational goals), Empowerment ( delegating decision-making authority, facilitating team decision-making process, coaching.

Front 27

Cross-functionalism

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team made up of technical specialists form different areas.

Front 28

Team building

Back 28

is a catch-all term for a whole host of techniques aimed at improving the internal functioning of work groups. Active vs. passive learning,

Front 29

The bottom line:

Back 29

without clear goals, proper leadership, careful attention to details, and transfer of learning back to the job, both on-site and off-site team-building sessions can become an expensive disappointment.

Front 30

8 attributes of high-performance teams

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1. Participative leadership (creating an interdependency by empowering, freeing up, and serving others), 2. Shared responsibility (establishing an environment in which all team members feel as responsible as the manager for the performance of the work unit), 3. Aligned on purpose (having a sense of common purpose about why the team exists and the function it serves), 4. High communication (creating a climate of trust and open, honest communication) , 5. Future focused (seeking change as opportunity for growth), 6. Focused on task (keeping meeting focused on results), 7. Creative talents (applying individual talents and creativity), 8. Rapid response (identifying and acting on opportunities.)

Front 31

Self-management leadership

Back 31

the process of leading others to lead themselves. 1. Encourages self-reinforcement ( getting team members to praise each other for good work and results), 2. Encourages self-observation/evaluation ( teaching team members to expect high performance from themselves and the team), 3. Encourage self-expectation ( encouraging team members to expect high performance form themselves and the team), 4. Encourages self-goal-setting (having the team set its own performance goals), 5. Encourages rehearsal ( getting team members to think about and practice new task), 6. Encourage self-criticism ( encouraging team members to be critical of their own poor performance