Professional Documents
Culture Documents
teams?
How do teams work?
performanceOrganizational
teams?Behavior: Chapter 10
roles.
Management - Chapter 16
Management - Chapter 16
Goal accomplishment
Emotional support
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forces:
Select appropriate team members.
Clearly define the purpose of the team.
Carefully select a team leader.
Periodically review progress.
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Types of Team
Cross-functional teams
Members come from different functional units
of an organization.
Team works on a specific problem or task with
separating departments.
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Types of Team
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Types of Team
Virtual teams
Teams of people who work together and solve
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Potential advantages
of virtual teams:
Potential problems of
virtual teams:
Difficulty in
travel expenses.
Minimization or
elimination of
interpersonal
difficulties.
Ease of expansion.
establishing good
working relationships.
Depersonalization of
working relationships.
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messaging.
Team members should be assigned clear roles.
Team members must have positive attitudes
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Types of Team
Problem-solving teams.
Employee involvements teams include a wide
variety of teams whose members meet
regularly to collectively examine important
workplace issues.
Quality circle.
A special type of employee involvement team.
Team meets periodically to address problems
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Types of Team
Self-managing work teams
Teams of workers whose jobs have been
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supervisors.
Managers must learn to deal with teams rather than
individuals.
Supervisors who are displaced by self-managing
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results.
Have discretion in distributing tasks within the team.
Have discretion in scheduling work within the team.
Are able to perform more than one job on the team.
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membership.
Members are similar with respect to such variables as
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membership.
Members are diverse in demography, experiences, life
increase creativity.
Diversity among team members may create
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membership (cont.).
Enhanced performance potential is possible once
performance organizations.
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Heterogeneous teams
Higher satisfaction
More conflict
Less conflict
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issues of:
Participation.
Goals.
Control.
Relationships.
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leadership.
Distributive leadership is the sharing among team
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disruptive behaviors:
Being overly aggressive toward other members.
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Person-role conflict.
Interrole conflict.
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negative implications.
Performance norms.
Ethics norms.
Organizational and personal pride norms.
High-achievement norms.
Support and helpfulness norms.
Improvement and change norms.
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Lack of motivation.
Conflicts with other deadlines or priorities.
Lack of team organization or progress.
Meetings that lack purpose or structure.
Members coming to meetings unprepared.
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performance.
Achieve and maintain high levels of member
satisfaction.
Retain viability for the future.
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Centralized
Activities are coordinated and results pooled by
central point of control.
Restricted
Polarized subgroups contest one another.
Subgroups may engage in antagonistic relations.
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Minority rule
Majority rule
Consensus
Unanimity
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and expertise.
Expands number of action alternatives
considered.
Increases understanding and acceptance.
Increases commitment to follow through.
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making:
Social pressure to conform.
Individual or minority group domination.
Time requirements.
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team activities.
Assign a member to the devils advocate role.
Hold a second-chance meeting.
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Team building
A sequence of planned activities used to
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