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42 Cards in this Set
- Front
- Back
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Team |
a group oftwo or more people withcomplementary skills whoare committed to working togetherto achieve a specific objective -clear boundaries of who's in the team -authority to manage work -sense of stability to work together |
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Team work |
-shared leadership goals -individual and mutual responsibility -purpose is specific to the team -complex and interdependent tasks -collective work products -open-ended discussions and problem solving are encouraged |
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Work group |
-clearly focused leader -individual accountability -groups purpose is the same as the organizations mission -straightforward and independent tasks -individual work products -predetermined work structure |
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Task complexity |
amount of information that must be processed to understand the task, the degree of uncertainty about possible outcomes, the presence of many subtasks that require a range of skills and knowledge, or the absence of standardized procedures to conduct the task |
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Task interdependence |
extent to which group members need to work with and rely on each other to produce the collective work of the group |
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Task objectives |
issues that orient team members toward their goals and priorities and help them understand how their work fits in the bigger picture |
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Team environment |
-team composition and size -manager led vs self-directed teams -collocated and geographically located teams -Leveraging diversity |
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Team composition and size |
a well functioning team has members who... -are individually engaged and motivated -equally committed to a task -strong interpersonal skills -proficient in the technical skills for the task -shared sense of mutual accountability |
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Manager led teams |
teams in which the manager acts as the team leader -believed to be most efficient |
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Vertical teams |
teams composed of a manager and his or her subordinates in the formal chain of command, usually in one functional department |
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Horizontal teams |
teams composed of employees from about the same hierarchical level but from several different departments in the organization |
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Self directed teams |
teams that determine their own objectives and the methods by which to achieve them |
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Collocated teams |
teams that use a significant amount of face-to-face communication to make operating decisions -operate in close proximity to one another -engage in a lot of social interaction -provide quick feedback on the team’s progress to one another |
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Geographically distributed teams |
teams that are made up of geographically or organizationally dispersed members -rely heavily on electronic tools...e-mail, fax, voice mail, telephone, and videoconferencing -more diverse |
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Benefits of diversity |
-promotes creative and innovative solutions over the long-term -provides access to more complementary information and expertise -opens up broader and wider networks for the generation of multiple ideas and approaches |
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Drawbacks of diversity |
-loss of speed and efficiency -lack of commonality in experience and viewpoints -misunderstandings due to miscommunication |
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Forming stage |
team members define the task that is to be done and how that task is to be accomplished, setting the ground rules for the team -members learn about each others skills |
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Storming stage |
team members experience conflicts about interpersonal issues and differences in perspectives |
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Norming stage |
team members uncover ways to create new standards that encourage more collaborative behavior |
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Performing stage |
team members adopt and play roles that enhance the activities of the group |
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Adjourning stage |
team has completed its task and the team is disbanded |
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Team norms |
expected team behaviors |
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Meeting norms |
when, where, and how often to have meetings -expectations for attendance, timeliness, and preparation |
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Working norms |
standards, deadlines, distribution of work, work review process, and accountability |
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Communication norms |
when communication should take place, who is responsible, how it should be done, and how to discuss feelings about the team |
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Leadership norms |
what leadership structure should be used and how leadership should be exercised |
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Consideration norms |
treating others with mutual respect and being considerate of members’ needs |
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Social loafting |
disengaging from the team process and failing to contribute to the team’s recommendations or other deliverables |
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Team process |
-purposeful and rigorous decision making -effective participation and meaningful influence -constructive conflict |
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Strong team |
-encourage critical thinking and debate among members -move the team focus from divergent to convergent perspectives |
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Team decision-making process |
-identify and explore problem -prioritize evaluation criteria -generate possible solutions -review possible solutions -complete task and review process |
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Participation |
the extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives |
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Blocking behaviors |
behaviors that inhibit the team and its members from achieving their objectives -dominating -over analyzing -stalling -remaining passive -overgeneralizing -fault finding -premature decision making -presenting opinions as facts -rejecting -resisting |
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Conformity |
the action of people behaving in line with a group’s expectations and beliefs |
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Team learning |
-ensure all team members understand the purpose of the discussion -focus on inquiring about team members perspectives -avoid imprecise language that cause confusion among team members -raise concerns with the group without blaming other team members -determine the source of disagreement |
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Team effectiveness |
-must produce meaningful results for the organizations -must satisfy team members -must enhance the ability of team members to work together in the future |
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Effective team leaders |
-demonstrate integrity -be clear and consistent -create positive energy -find common ground -manage agreement and disagreement -encourage and coach -share information |
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Boundary manager |
a manager who determines how the team will work with clients, upper management, and others who have an interest in the team’s product -buffer the team from organizational infighting, persuade top management to support the team’s work, and coordinate and negotiate with other groups on work deadlines |
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Informing teams |
-members have high confidence in their ability and knowledge that are relevant to tasks -rely on group knowledge to complete tasks quickly -no or minimal interaction |
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Parading teams |
-do not solicit input from outside resources -rely on group knowledge to complete tasks -interact with external groups by promoting their activities -passive interaction |
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Probing teams |
-maintain an interactive relationship with outsiders -revise their info to best suit needs of their stakeholders -active engagement |
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Leading geographically distributed |
-manage a collocated team first -set guidelines for team communication -communicate more to avoid jargon -share background info -find highly-placed allies to sponsor team -watch for conflict and learn to manage it -debrief to better next time |
