chapter 8 management

work teams

groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills

norming stage

habits are established; team spirit is sometimes reached; group cohesiveness

self-managed teams

have collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals

team composition

reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members

causes of team conflict

scarcity of resources, task interdependence, differing goals, personality clash

norms

shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior; help create order and allow groups to function more efficiently

adjourning stage

team disbands when work is finished

performing stage

team excels; activity is focused on solving task problems; climate of open communication, strong cooperation, helping behavior

forming stage

team is created; members tend to be uncertain or anxious about unknowns; trust is low

social loafing

tendency for individual effort to decline as group size increases

capacity

the ability to make needed changes in response to demands put on the team

competence trust

trust of capability

contractual trust

trust of character

communication trust

trust of disclosure

virtual teams

work across time, space, and organizational boundaries to achieve goals

team types

work teams, project teams, cross-functional teams, self-managed teams, virtual teams

project teams

assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company's products

why norms are reinforced

- group/organization survival - clarification of behavioral expectations - avoidance of embarrassment - clarification of central values

team

collections of two or more individuals whose tasks and responsibilities depend on other team members, accountable for each other's work, and work together during time required

group

collections of two or more individuals with low or no task dependency, unaccountable for each other's work, and may or may not assemble for a specified period of time

3 forms of trust

contractual, communication, competence

cross-functional teams

created with members from different disciplines within an organization, such as finance, operations, and R&D; used for any purpose

charters and strategies

- team charters: how the team will operate - team performance strategies: deliberate plans that outline what exactly the team is to do

3 C's of effective teams

1. charters and strategies 2. composition (team composition) 3. capacity

stages of team development

1. forming 2. storming 3. norming 4. performing 5. adjourning

how to guard against social loafing

1. limit group size 2. accountability 3. build in feedback 4. cultivate cohesion

storming stage

obstacles emerge; time of testing policies and assumptions