**Chapter 8 - Groups and Teams

Informal group

exists when the members' overriding purpose of getting together is friendship or a common interest

Hybrid rewards

those that include team and individual components

Virtual teams

work together over time and distance via electronic media to combine effort and achieve common goals

Adjourning

-Work is done -Group moves on to other things -Return to independence eased by rituals celebrating "the end" and "new beginnings" -Leaders should emphasize valuable lessons learned

Building trust

-communication -support -respect -fairness -predictability -competence

Three forms of trust

-contractual trust -communication trust -competence trust

Accelerate Effective teams

Break the ice > Don't reinvent the wheel > Communicate a purpose and a plan > Play to strengths > Clarify decision making > Information is essential--make it flow

Norming

A respected member, other than the leader, challenges the group to resolve power struggles and questions about authority and power are resolved. Group becomes cohesive. Increasing team member interactions and interdependence of work tasks help overcome conflict

Clear objectives, Validation, & Performance information

Three fundamental elements are recommended for those interested in establishing the ROI for team building

Storming

Time of testing. Subgroups take shape. Subtle forms of rebellion occur.

Forming

Uncertain about role. Mutual trust is low. Good deal of holding back to see who is in charge.

Norm

an attitude, opinion, feeling, or action--shared by two or more people--that guides behavior

Formal group

assigned by organizations or their managers to accomplish specific goals

Task roles

enable the work group to define, clarify, and pursue a common purpose (keep group on track)

Group cohesiveness

"we feeling" that binds members of a group together, is the principal by-product of Stage 3 (norming)

Group

(1) two or more freely interacting individuals who (2) share norms and (3) goals and have a (4) common identity

Performing

-Activity is focused on problem solving -Contributors get work done without hampering others -Climate of open communication -Strong cooperation -Great deal of helping behavior

Virtual team best practices

-Adapt communications -Share the love -Develop productive relations with key people on the team -Partner -Availability -Pace -Updates -Select the right people -Communication skills are essential

3 Cs of effective teams

Charters and strategies Composition Capacity

Characteristics of a team player

Committed, Collaborative, Competent

Team performance strategies

Deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

Team charters

Describe how the team will operate, such as processes for sharing information and decision making (teamwork)

Five-stage model of group development

Forming, storming, Norming, Performing, & Adjourning

Organizational & Individual

Functions of formal groups

Team adaptive capacity

Important to meet changing demands and to effectively transition members in and out

Guard against loafing

Limit group size > Assure equity of effort > Hold people accountable > Offer hybrid rewards

Trust

Reciprocal belief that another person will consider how his or her intentions and behaviors will affect you

Cross-functionalism

Specialists from different areas are put on the same team (popular for new product development)

Group becomes a team

The following criteria is met: Leadership, Accountability, Purpose, Problem solving, Effectiveness

Maintenance roles

foster supportive and constructive interpersonal relationships (keep group together)

Self-managed teams

groups of workers who are given administrative oversight for their task domains

Team building

host of techniques aimed at improving the internal functioning of work groups

Role

set of expected behaviors for a particular position

Group role

set of expected behaviors for members of the group as a whole

Team

small number of people with complementary skill who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Leadership becomes a shared activity

Social Loafing

tendency for individual effort to decline as group size increases