**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