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