Chapter 8
5 common teamwork competencies:
1) contributes to the teams work 2) constructively interacts with team members 3) keeps team on track 4) expects quality work 5) possesses relevant knowledge, skill, and abilities for teams responsibilities
3 C's of being a team player
Committed, Collaborative, and Competent felt and displayed by someone (team players)
Trust:
a reciprocal belief that another person will consider how his or her intentions and behaviors will affect you
Competence trust:
Trust of capability
Contractual trust:
Trust of character
Communication trust:
Trust of disclosure
there is no substitute for...
face-to-face interactions
Formal and informal groups often...
overlap, such as when a team of corporate auditors heads for the tennis courts after work -some managers believe personal friendship fosters productive team work on the job and others view relationships as a threat to productivity
"Office moms"
play important mentoring type role. listening to employees and giving helpful advice regarding work and life more generally
3 C's of effective teams
Charters and strategies, Composition, and Capacity
Norm:
an attitude, opinion, feeling, or action - shared by two or more people that guides behavior -shared phenomena and apply to group, team, or organizational level of IF
2 reasons people loaf:
apathy (uninterested in task) and social disconnectedness (not liking one or more members or feel like an outsider of the team)
Formal group:
assigned by organizations or their managers to accomplish specific goals (work group, team, committee, or task force
Informal group:
exists when the members overriding purpose of getting together is friendship or a common interest
Tuckman's 5 stages of group development
forming, storming, norming, performing, and adjourning Figure 8.2 page 265
Maintenance roles:
foster supportive and constructive interpersonal relationships -keeps group together
Misfit...
impedes effectiveness (composition)
Hybrid rewards:
include team and individual components - reduced social loafing and improved information sharing -holds people accountable as individuals and a team
Figure 8.3 - Reina 7 step for rebuilding trust
including participative leadership, aligned purpose, future focused, and creativity page 281
Accountability is maintained ___ by outside managers and leaders
indirectly
Goal directed roles:
initiator, orienter, and energizer
Cross-functionalism:
occurs when specialists from different areas are put on the same team
Formal groups fulfill 2 basic functions:
organizational and individual table 8.1 page 257
Table 8.2 - task and maintenance roles
page 259
Table 8.3 - Why norms are reinforced
page 261
Table 8.4 - 5 common teamwork competencies
page 270
Characteristics of high-performing teams
page 282
3 elements to establish ROI
return on investment -Clear objectives -Validation -Performance information
Fostering team effectiveness (3):
reward, competition, and collaboration
Common forms of teams:
self-managed, cross-functional, and virtual
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 skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
2 distinctions between teams and groups:
teams assemble to accomplish a common task and require collaboration -differ in terms of leadership, accountability, purpose, problem solving, and effectiveness
Storming (Stage 2):
time of testing. Individuals test the leaders policies and assumptions as they try to determine how they fit into a power structure -subgroups take shape, and subtle forms of rebellion, such as procrastination occur
Group:
two or more freely interacting individuals who share norms and goals and have a common identity
Task roles:
enable the work group to define, clarify, and pursue a common purpose -keeps group on track
Successful teams tend to..
take on a life of their own
2 important roles:
task and maintenance
Teams are __ groups that have matured to the ___ stage
task, performing (teams are groups in the performing stage)
Fit facilitates..
team effectiveness (composition)
Adjourning (Stage 5):
the work is done; it is time to move on to other things. the return to independence can be eased by rituals celebrating "the end" and "new beginnings"
Virtual teams:
work together over time and distance via electronic media to combine effort and achieve common goals
Team performance strategies:
deliberate plans that outline what the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities (charters and strategies)
Team charters:
describe how the team will operate, such as processes for sharing information and decision making (teamwork) (charters and strategies)
Performing (Stage 4):
activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others
Self-managed teams:
groups of workers who are given administrative oversight for their task domains
Norming (Stage 3):
groups that make it through stage 2 generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so something can be accomplished
Distributed workers:
have no permanent office at their companies, work at home, etc.
Social loafing:
tendency for individual effort to decline as group size increases Loafing: "free riders"
Team composition:
the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members (composition)
Forming (Stage 1):
"ice breaking" stage. group members tend to be uncertain and anxious about such things as their roles, the people in charge, and the groups goals. -Mutual trust is low, and there is a good deal of holding back to see who takes charge and how
Group cohesiveness:
"we feeling" that binds members of a group together is the principal by-product of stage 3
A group becomes a team when... (5)
1) LEADERSHIP becomes a shared activity 2) ACCOUNTABILITY shifts from strictly individual to both individual and collective 3) the group develops its own PURPOSE or mission 4) PROBLEM SOLVING becomes a way of life 5) EFFECTIVENESS is measured by the group's collective outcomes and products
4 criteria of a group
1) Two or more freely interacting individuals 2) Collective norms 3) Collective goals 4) Common identity
Team building:
host of techniques aimed at improving the internal functioning of work groups
Team adoptive capacity:
i.e. adaptability important to meet changing demands and to effectively transition members in and out
3 forms of trust:
Contractual, communication, and competence