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