Teams

Autocratic Leadership

-Authoritarian -Like a dictator, decides alone, has a lot of control -Focuses on tasks -Quick Decisions

Group Dynamics

-Change depending on who's in the team -Lewin's Formula: B= f(P,E) -->Behavior is a function of the personality of the group and the environment they're in -5 Key Elements: 1. Group Size and Roles 2. Group / Team Leadership 3. Group Development 4. Group Norms 5. Group Cohesiveness

Functional Conflict

-Constructive -Encourages difference of opinion -Without it, complacency can ensue

Guidelines for success

-Define the team mission and goals -Define roles and responsibilities (Leader, Scribe, Members) -Establish Ground Rules, (Norms) -For meetings, start and end on time, define the outcome, and follow an agenda -When things go wrong: -->DO NOT blame others, point fingers or tell stories -->Ask what you did to help contribute to the problem -->Ask what we can do to move toward desired results

Laissez Faire Leadership

-Delegative -Leader is more hands off and lets the team do their thing -Power is with the staff -Works well if you have a team of leaders

Dysfunctional Conflict

-Destructive -Aggression, Personal attacks, etc -Counterproductive

Cohesiveness

-Factors Leading to Group Cohesiveness: -->Group size -->Effectively managed diversity -->Group identity and healthy competiton -->Success -Consequences of Group Cohesiveness: -->Level of participation w/in a group -->Level of conformity to group norms -->Emphasis on group goal accomplishment

Deviance

-Failure to conform; when a member of a group violates a group norm -Allows for new ideas in the group -Norms can kill creativity and productivity -Group Might: -->Try to get the member to change -->Expel the member -->Change the norm to follow the deviance

Democratic Leadership

-Participative -Leader facilitates the decision making process -Focuses on people; empowerment -Can take a long time to make a decison

Leadership Styles

1. Autocratic 2. Democratic 3. Laissez Faire

Types of Groups

1. Formal 2. Informal 3. Command 4. Friendship 5. Interest

Types of Teams

1. Top Management Team 2. Research and Development Team 3. Self-Managed Work Team 4. Virtual Team

Group

2 or more people who interact with each other to accomplish certain goals or meet certain needs

Command Group

A group composed of subordinates who report to the same supervisor, also called a department / unit

Top Management Team

A group composed of the CEO, president and heads of the most important departments

Self-Managed Work Team

A group of employees who supervise their own activities and monitor the quality of the goods and services they provide

Formal Group

A group that managers establish to achieve organizational goals

Informal Group

A group that managers or non-managerial employees form to help achieve their own goals or meet their own needs

Team

A group whose members work intensely with one another to achieve a specific common goal or objective

High Performance Teams

A team that exceeds expectations and performs better than other teams in similar situations Attributes: -Members have complementary skills -Members are united under a common purpose and goals -Members agree on the approach to the work -Members share accountability for performance ***To motivate for high performance: Establish benefits / rewards for members***

Research and Development Team

A team whose members have the expertise and experience needed to develop certain products

Virtual Team

A team whose members rarely or never meet face-to-face, but, rather, interact by using various forms of info technology such as: email, computer networks, telephone fax, and video conferences

Interest Group

An informal group composed of employees seeking to achieve a common goal related to their membership in an organization

Friendship Group

An informal group composed of employees who enjoy one another's company and socialize

Tuckman's model

Forming-->Storming-->Norming-->Performing-->Adjourning

Moderate Conformity/Moderate Deviance

Good balance results in high performance

Social Loafing

Human tendency to put forth less effort in a group than when they work alone --> Can result in lower group performance --> May even prevent a group from attaining its goals

Storming

Members start to communicate their feelings, but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility

Norming

People feel part of the team and realize that they can achieve work if they accept other viewpoints

Forming

Team acquaints and establishes ground rules. Formalities are preserved and members are treated as strangers

Adjourning

The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members' contributions

Performing

The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance

High Conformity/Low Deviance

Too much conformity and a lack of deviance result in low performance because the group fails to change dysfunctional norms

Low Conformity/High Deviance

Too much deviance and a lack of conformity result in low performance b/c the group can't control its members behavior