mgmt 371 groups and teams group & team defined, compared formal group functions, benefits ...
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MGMT 371Groups and Teams
Group & Team defined, compared
Formal group functions, benefits
Group developmentMember roles, normsTeams and trustSelf-managed, virtual teamsEffectiveness and obstacles
Group vs. Team
Group Two or more freely interacting people with shared norms and goals and a common identity.
Team Small group with complimentary skills who hold themselves mutually accountable for common purpose, goals, and approach
McGraw-Hill
Formal Group Functions
Organizational Functions Complete
interdependent tasks
Ideas, solutions Coordinate Complex
decisions Socialize
newcomers
Individual Functions Affiliation Self-esteem Identity Share/test
ideas, perceptions
Empowerment Problem-
solving vehicle
Group Development Process
Tuckman’s 5-Stage Model(Figure 9-1)
Forming: Ice-breakingStorming: TestingNorming: BondingPerforming: Completing
goalsAdjourning: Parting
Member Roles
Roles = Expected behaviors for positionTask roles
Task-related group behaviorsMaintenance roles
Relationship-building and maintaining behaviors
(See Table 9-2)
NORMS
Shared attitudes, opinions, feelings, actions, behaviors
Development: Explicit statements Critical events and carryover Primacy or first pattern that emerges
Purpose: Group/team maintenance and survival Define/enforce behavioral expectations Define group’s core values and identity
A group becomes a team when…
Evolution of a teamShared leadership Individual and collective
accountabilityPurpose or missionRoutine problem solvingEffectiveness defined by
collective outcomes
Types of Work Teams
Advice teamsAdvice teams (help broaden information base for managerial decisions)
Production teamsProduction teams (perform day-to-day operations)
Project teamsProject teams (apply specialized knowledge for creative problem solving)
Action teamsAction teams (collection of highly-coordinated specialists who exhibit peak performance on demand)
Teams and Trust
Cooperation vs. CompetitionTRUST
Reciprocal faith in others’ intentions and behavior
DimensionsOverall trust = expecting fairness,
truth, empathyEmotional trust = expecting
confidenceReliableness = commitments kept
Building Trust
Knowledge sharingTransparencySupport/active participation RespectFairnessPredictabilityCompetence
Self-Managed Teams
Self-Managed Teams Members given administrative
oversight for their work Cross-functionalism = team made
up of technical specialists from different areas
EmpowermentCompetence skillsProcess skillsHelping behaviors
Empowering Self-Managed Teams
1) Make team members responsible and accountable for the work they do
2) Ask for and use team suggestions when making decisions
3) Encourage team members to take control of their work
4) Create an environment in which team members set their own team goals
5) Stay out of the way when team members attempt to solve work-related problems
6) Generate high team expectations7) Display trust and confidence in the team’s abilities
External Leader BehaviorExternal Leader Behavior
Empowering Self-Managed Teams
1) The team gets paid, at least in part, as a team
2) Team members are cross-trained on jobs within their team
3) Team members are cross-trained on jobs in other teams
4) Team members are responsible for hiring, training, punishment, and firing
5) Team members use peer evaluations to formally evaluate each other
Via Human Resource SystemsVia Human Resource Systems
Empowering Self-Managed Teams
1) The team gets support from other teams and departments when needed
2) The team has access to and uses important and strategic information
3) The team has access to and uses the resources of other teams
4) The team has access to and uses resources inside and outside the organization
5) The team frequently communicates with other teams
6) The team makes its own rules and policies
Social Structure/CultureSocial Structure/Culture
Virtual Teams: How to Manage Start with a face-to-face Establish regular times for
interaction Set firm rules for
communication Use visual forms of
communication where possible
Offer support, feedback consistently
Team members evaluate each other
Reach agreement on technology and/or provide a virtual meeting room
Virtual Teams: How to Manage
Team members evaluate each other
Provide a virtual meeting room via intranet, web site, or bulletin board
Be available to employees, but don’t wait for them to seek you out
Encourage informal, off-line conversations between team members
Characteristics of an Effective Team
Clear purpose Informality Participation Listening Civilized disagreement Consensus decisions Open communication Clear roles and work
assignments Clear values, norms, identity Shared leadership External relations Self-assessment
Factors that Influence Group Effectiveness
Task and Maintenance RolesStructureProcessDiversityCreativity
Why Do Teams Fail?
Mistakes Made by Management Weak strategies and poor business practices. Hostile environment for teams Teams adopted as a quick-fix with no long-term commitment. Unchanged bad habits Vague or conflicting team assignments Inadequate team skills training Poor staffing of teams Lack of trust--CULTURE
Why Do Teams Fail?
Potential Problems Within Teams
Groupthink: Cohesiveness leading to
unwillingness to view all alternativesSocial loafing:
Lack of effort from member over-relying on other members