COB 300 Management Chp 10

de-norming, de-storming, de-forming.

1. De-norming: a reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change 2. De-storming: a reversal of the storming phase, in which the team's comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare 3. De-forming: a reversal of the forming stage, in which team members position themselves to control pieces of the

Stages of team development

1. Forming: the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms. 2. Storming: The second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it. Need to be patient and tolerant with each other in this stage. 3. Norming: The third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop. Short, may cycle back and forth between storming and norming. 4. Performing: the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team. Trivial disagreements, which can take time and energy away from the work of the team, should be rare. At this stage, teams get a lot of work done, and it is fun to be a team member.

How to increase the likelihood that teams will succeed by managing:

1. setting team goals and priorities: SMART, challenging goals. Stretch goals are extremely ambitious goals that workers don't know how to reach. Four things must occur for stretch goals to effectively motivate teams. First, teams must have a high degree of autonomy or control over how they achieve their goals. Second, teams must be empowered with control of resources, such as budgets, workspaces, computers, or whatever else they need to do their jobs. Third, teams need structural accommodation. Finally, teams need bureaucratic immunity. 2. how work team members are selected: focus on teamwork, team level, diversity. Measure individualism collectivism: The degree to which people believe that people should be self-sufficient and that loyalty to one's self is more important that to team or company. Want collectivists in teams, not individualists. 3. trained, interpersonal skills. Listening, communicating, questioning, feedback. 4. Compensated : level of reward must match performance. Skill-based pay: compensation system that pays employees for learning additional skills or knowledge. Gainsharing: Systen in which companies share the financial value of performance gains, such as increase productivity, cost, savings, or quality with their workers. Nonfinancial rewards are another way to reward teams for their performance. These rewards, which can range from vacations to T-shirts, plaques, and coffee mugs, are especially effective when coupled with management recognition, such as awards, certificates, and praise.

What signs indicate that a team's size needs to be changed?

If decisions are taking too long, if the team has difficulty making decisions or taking action, if a few members dominate the team, or if the commitment or efforts of team members are weak, chances are the team is too big. In contrast, if a team is having difficulty coming up with ideas or generating solutions, or if the team does not have the expertise to address a specific problem, chances are the team is too small.

Work teams

a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes. To be a team, the programmers would have to be interdependent and share responsibility and accountability for the quality and amount of computer code they produced. Pros: Improve customer satisfaction, product and service quality, speed and efficiency in product development, employee job satisfaction, and decision making.

Team levle

average level of ability, experience, personality, or any other factor on a team. Help select teammates.

project teams

created to complete specific, one-time projects or tasks within a limited time. Develop new products, improve, roll out new information systems, etc... Pros: reduce or eliminate communication barriers, flexibility,

Special teams

cross-functional teams Virtual teams Project temas

self-managing teams

different from semi-autonomous work groups, team members manage and control ALL of the major tasks directly related to production of a product or service without first getting approval from management. Managing and controlling the acquisition of materials, ensuring timely delivery. All of these decisions are made without managements input or approval.

Structural accommodation

giving teams the ability to change organizational structures, policies, and practices if doing so helps them meet their stretch goals.

Virtual teams

groups of geographically/organizationally dispersed coworkers who use a combination of telecommunications and information technologies to accomplish an organizational task. Common, rare meet face-to-face. Pros: Flexibility, smaller time commitment. Cons: Need to learn to express themselves in new contexts. Hard to build relationships.

Self-designing temas

have all the characteristics of self-managing teams, but they can also control and change the design of the teams themselves, the tasks they do and how and when they do them, and the membership of the teams.

tema norms

informally agreed-on standards that regulate team behavior. Let team members know what is expected of them. Regulate everyday actions. Cons: breaking rules

cross-functional teams

intentionally composed of employees from different functional areas of the organization. Attacks problems from multiple perspectives and generate more ideas and alternative solutions. Used anywhere.

cross-training

more satisfying than traditional work, gives a chance to improve their skills. Team members are taught how to do all or most of the jobs performed by the other team members. First, teams should be used when there is a clear, engaging reason or purpose for using them. Second, teams should be used when the job can't be done unless people work together. Third, teams should be used when rewards can be provided for teamwork and team performance. Pro: allows a team to keep functioning when one member quits, make work interesting, teams receive proprietary business information that typically is only available to managers, because team members are different can have different viewpoints. cons: Does not guarantee positive outcome, high turnover, social loafing, group decision making, groupthink, minority domination.

Semi-autonomous work groups

not only provide advice and suggestions to management but also have the authority to make decisions and solve problems related to the major tasks required to produce a product or service. short, semi-autonomous work groups give employees the authority to make decisions that are typically made by supervisors and managers. Managers still play a role, though one that is much reduced compared with traditional work groups,

Traditional work groups

smallest amount of autonomy. a group composed of two or more people who work together to achieve a shared goal.

Employee involvement teams

team that provides advice or makes suggestions to management concerning specific issues. Though they offer advice and suggestions, they do not have the authority to make decisions. The idea behind employee involvement teams is that the people closest to the problem or situation are best able to recommend solutions.

Bureacratic immunity

teams no longer have to go through the slow process of sign-offs to get management approval before making changes.

Cohesiveness

the extent to which team members are attracted to a team and motivated to remain in it. 1. Make sure all team members are present. 2. Create opportunities for teammates to work together. 3. Engage in non-work activities. 4. Make people feel like they are apart of an organization.

Team diversity

variances or differences in ability, experience, personality. Talented and different.

social loafing

when workers withhold their efforts and fail to perform their share of the work. Problem with team work.