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Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 8 Team Effectiveness and Diversity
8-3 Team Effectiveness Teams in the workplace Myths of teamwork When do teams make sense? High performing teams
8-4 High Performing Teams The high performance team scorecard The disciplines of high performing teams
8-5 The High Performance Team Scorecard Production output Member satisfaction Capacity for continued cooperation
8-6 The Disciplines of High Performing Teams Small size Capable and complementary members Shared purpose and performance objectives Productive norms and working approach Mutual accountability
8-7 Common Purpose and Performance Objectives Outcome-based goals Activity-based goals
8-8 Team Development Forming Storming Norming Performing
8-9 Managing Threats to Team Performance Risky shift Innocent bystander Choking Escalation of commitment
8-10 Managing Threats to Team Performance Information processing biases Social loafing Social pressures to conform
8-11 Managing Diversity Awareness Understanding Action
8-12 Managing Diversity Cultural differences Gender communication differences Generational differences
8-13 Cultural Differences Power distance Individualism vs. collectivism Achievement vs. nurturing orientation Uncertainty avoidance Long-term vs. short-term orientation
8-14 Generational Differences Traditionalist Baby boomers Generation X Millenials
8-15 Make a Diverse Team Productive Heighten attention to good management fundamentals Heighten attention to good team fundamentals Actively challenge your assumptions Increase communication
8-16 Effective Team Interventions Understanding member profiles Building team cohesion Conducting after action reports and process checks Dealing directly with a free rider
8-17 Creativity in Teams A climate of trust and risk-taking Creative problem solving techniques
8-18 Creative Problem Solving Techniques Divergent thinking Subdivision Using analogies Reversing the problem
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.1 Chapter 12 Understanding Work Teams.
Teamwork & High Performance Teams. What is a team? A team is a group of people who work actively together to achieve a purpose for which they are all.
Chapter 16: Teams and Teamwork Learning Goals I can: Define and explain terms related to teams and teamwork Explain why teams are used in business.
Ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights.
The Wisdom Of Teams. Definition: * A team is a small number of people with complementary skills who are committed to a common purpose, performance goals,
Designing and Leading Teams Creating synergy. Groups versus Teams What are the features of groups versus teams? How are they different.
Teamwork 3 maart Josje van Beusekom Anne Heikamp Marloes van Put Irma van Roest.
Learning Objectives 7.1 Describe the organizing process and how formal and informal organizations differ. 7.2 Identify some common types of organizational.
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
Team work & Team building team work and team building. u To understand the basic concepts and ideas of team work and team building. u To appreciate the.
Peaceful School Bus Program © 2008 by Hazelden Foundation. All rights reserved.
Building work teams Working collaboratively. Definition of a Team: A group of people who work together toward common goals and objectives.
Chapter 14 UNDERSTANDING WORK GROUPS. Management Talk Teams, training, and increased authority for workers are key elements of quality-improvement efforts…To.
Organizational Change and Stress Management Chapter NINETEEN.
© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Organizational Behavior FMCU, Fall 2007 All presentations showed throughout the semester serve as a.
Building Effective Teams The Essential Pyramid By Brenda Olesuk, Firm Administrator – Meyers Brothers Kalicka, PC.
Copyright © 2004 Prentice Hall. All rights reserved.13–1 Teams: Employee Involvement In Action Teams Are only as effective as the Strategy and Structure.
Group Dynamics. Groups Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. A group can.
11-1 Groups, Teams and Organizational Effectiveness Group Two or more people who interact with each other to accomplish certain goals or meet certain needs.
Group formation and Team building. Group Dynamics Group stage Forming Forming Storming Storming Norming Norming Performing Performing Group roles.
Coaching Why do Manager and Executives Fail? Four out of ten new executives fail within 18 months. The single biggest reason (according to a survey of.
PowerPoint Presentation to Accompany Chapter 16 of Management Canadian Edition Schermerhorn Wright Prepared by: Michael K. McCuddy Adapted by: Lynda.
Action Learning - A Powerful New Tool for Developing Leaders, Solving Problems, Building Teams and Transforming Organizations Dr. Michael J. Marquardt.
"Interventions" are principal learning processes in the "action"stage of organization development.organization Interventions are structured activities.
Part 1: Introduction PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Chapter 1 Managers and Management.
Individual Competencies for Managing Diversity in the Workplace Part 3.
1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 20 Supervising and Evaluating the Work of Others.
Effective Groups and Teams McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning GROUPS AND TEAMS Chapter 7.
What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions.
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