Managing Teams Lecture 1

Front 1

What are the 3 types of teams?

Back 1

1. Functional team (consists of a superior and those under him -- chain of command)
2. Cross-Functional team
3. Self-managing team

Front 2

What are 3 disadvantages of teams?

Back 2

- dominant or stubborn members may control the process
- some may be reluctant to participate
- some may focus on personal goals

Front 3

What are the 3 types of team member roles?

Back 3

1. taks-oriented- initiators, info seekers, opinion givers...
2. relations- oriented- harmonizers, compromisers, encouragers, expeditors
3. self-oriented - blockers, recognition seekers, dominators, avoiders

Front 4

Guidelines for considering team roles

Back 4

- encourage and reward members w/ positive roles
- ID and discourage neg. roles
- understand roles u play as team leader- and those u need not play
- do all you can to minimize role conflict and role ambiguity

Front 5

What are the 4 problem team members?

Back 5

1. Freeloaders
2. Complainers
3. Bullies (actively disrupt by putting their opinions on others)
4. Martyrs (feel they're carring the load for the team)

Front 6

What are the 9 guidelines for dealing w/ problem behavior?

Back 6

- choose members carefully
- offer training
- provide clear goals
- clearly define member responsibilities
- use peer evaluations
- reward superior performance
- don't let social considerations overwhelm concern w/ task
- appeal to the "shadow of the future"
- remove problem team members as a last resort

Front 7

What are the 4 Stages of group development (in the correct order)

Back 7

1. Forming
2. Storming
3. Norming
4. Performing

Front 8

What is the forming stage and what are the group traits?

Back 8

--> team members are getting acquainted and becoming oriented to the task
Traits:
- hesitant participation
- optimism
- suspicion, fear, anxiety
- task is orientation
- complaints and gripes
- no sense of belonging

Front 9

What are the 6 leader strategies for the forming stage?

Back 9

- ensure all get acquainted
- provide clear direction
- recognize members' needs
- complete simple tasks
- establish a team communication system
- introduce team tools

Front 10

What is the storming stage and what are the group traits?

Back 10

--> Conflict and disagreement among members are likely as members become more assertive and personalities clearer
Traits:
- arguing, conflicts
- confusion about roles
- sharp fluctuations in attitude
- theres conflict b/w individ and team duties
- task is organization

Front 11

What are the leader strategies in the storming stage?

Back 11

- take a positive focus
- reinforce ground rules
- deal openly w/ conflict
- reassure the team that conflict is normal
- use team tools

Front 12

What is the norming stage and what are the group traits?

Back 12

--> conflicts have largely been resolved, the team becomes more cohesive, members settle into roles, and norms, values and expectations develop
Traits
- harmony
- sharing and discussing
- team cohesiveness
- establishing and maintaining group norms
- task is communication
--> average to good team performance

Front 13

What are the leader strategies for the norming stage?

Back 13

- use less task structure
- use problem solving tools
- use data anaysis tools
- ensure that team doesn't rely on 1 member
- facilitate healthy conflict

Front 14

What is the performing stage and what are the group traits?

Back 14

--> the team is mature and focused on performance, and it can manage own affairs
Traits:
- intense loyalty
- innovation
- more risk-taking
- confidence
- high performance
- task is collaboration

Front 15

What are the leader strategies for the performaing stage?

Back 15

- get out of the way
- self-facilitator
- encourage rotate roles
- encourage/challenge growth
- celebrate successes
- reflect on process

Front 16

What are the 11 steps in the bottom line process of managing stages of team development?

Back 16

1. Help members to become acquainted
2. Complete simple tasks to get team to start working together
3. Clarigy purpose of team and its objectives
4. Create team ground rules and develop project timeline
5. Define Roles of each member
6. Create meeting agendas to structure team process
7. Work through member issues or Conflicts related to team
8. Reinforce teams identity and ensure balanced participation in decisions
9. Gradually give team more autonomy
10. Encourage team to facilitate self
11. Celebrate teams successes

Front 17

What are 7 reasons why managing teams is not just common sense

Back 17

1. Some employees don't like job performance dependent on others
2. Each team member has a unique personality and workstyle that may not be compatible w/ others
3. Political factors create barriers
4. Unclear Primary objectives
5. Many ways to implement teamwork- confusion on how to define teamwork given the task
6. Roles not clearly defined
7. Culture may not support teamwork

Front 18

Which team systems model views a team as a system of interrelated parts -- where how well the system is managed determines the outcome?

Back 18

The McCaskey Framework for Analyzing teams

Front 19

What are the 3 Practical implications for the McCaskey Framework for analyzing teams?

Back 19

1. Monitor each dimension of model on an ongoing basis
2. Evaluate degree of fit or alignment b/w dimensions
3. Take action to modify dimensions for better fit or alignment (this will enhance effectiveness of whole team

Front 20

Hot Groups

Back 20

- have extremely high levels of team spirit, excitement, and energy
- teams w/ high levels of team spirit (cohesiveness) are more effective at acheiving their goals

- members of cohesive teams--> communicater better w/ one another, are more satisfied, and feel less tension and anxiety

Front 21

What are the 5 characteristics of hot groups?

Back 21

- Total preoccupation (task obsessed)
- Emotional intensity (full of passion)
- Intellectual intensity, integrity and exchange (very focused)
- Fluid structure (informal, w/ clear objectives)
- Small size (7-10 or 12 generally)

Front 22

What are the guidelines for creating hot groups?

Back 22

- make room for spontaneity
- select talented people and respect their self-motivated ability
- break down barriers
- use imfo technology to build relationships
- encourage intellectual exchange
- value truth and the speaking of it

--> PICK BEST PEOPLE FOR THE TEAM, given the task, TRUST & GIVE THEM THE AUTONOMY THEY NEED

Front 23

How to develop team cohesion

Back 23

- make it attractive to be a team member
- implement a severe initiation process to become a member
- keep the team small
- arrange the work environ to enhance physical proximity
- enhance team identity
- praise and publicize team accomplishments
- emphasize external threats and pressures to the team
- promote formal and informal interaction
build a history of success for the team

Front 24

According to Hill's Triangle of Relationships Model what is an effective manager?

Back 24

An effective manager/ leader needs to balance all relationships

Front 25

What are Maxwell's 17 laws of teamwork?

Back 25

1. Significance (1 is too small to acheive greatness)
2. Big Picture (goal more important than role)
3. the Niche (all have a place where they add the most value)
4. Mount Everest (as challenge escalates, need for teamwork escalates)
5. The Chain (strength of team impacted by weakest link)
6. The Catalyst ( winning teams have players that make things happen)
7. The Compass (vision gives members direction and confidence)
8. The Bad Apple (rotten attitudes ruin a team)
9. Countability (memebers must be able to count on eachother when it counts)
10. Price Tag (team fails to reach its potential when it fails to pay price)
11. ScoreBoard (team can make adjustments when it knows where it stands- can't manage what u can't measure
12. The Bench (great teams have great depth- need to invest in training/ development of members)
13. Identity (shared values define team
14. Communication (interaction fuels action
15. The Edge (diff b/w 2 equally talented teams is leadership)
16. High Morale (when U'r winning, nothing hurts- strong teams can overcome obstacles)
17. Dividends (investing in the team compounds overtime

Front 26

How is a team-based organization like a stack of boxes?

Back 26

--> layers of support must be built around teams to enable them to be successful (interdependent)

Front 27

What are the layers of a team-based organization (starting from the bottom)

Back 27

1. Team
2. Integration Needs (needs assessment--process and systems that ensure team works together
3. Management Structure and roles (defines roles of management)
4. Integration Process (links management and teams)
5. Developing performance management processes

Front 28

What are the 9 steps in the bottom line process model for running effective team meetings?

Back 28

1. Define objectives of the meeting
2. Schedule an appropriate day/time for the meeting
3. Develop a meeting agenda that supports objectives- realistic of time
4. Start meeting on time w/ a "check-in" and brief overview of meeting
5. Assign a scribe and timekeeper
6. stick to meeting agenda
7. use appropriate team tools to ensure the involvement of all members in key discussions and decisions
8. set time, date, location and objectives of next meeting
9. end on time w/ a "check-out"

Front 29

What are 7 roles for the leader in self-managing teams?

Back 29

- Become a self-leader
- model self-leadership
- encourage self-set goals
- create positive thought patterns
- develop self-leadership through reward and constructive reprimand
- promote self-leadership through teamwork
- facilitate a self-leadership culture