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1 Building and Leading Teams. 2 "Coming together is a beginning. Keeping together is progress. Working together is success." Henry Ford Henry Ford.

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Presentation on theme: "1 Building and Leading Teams. 2 "Coming together is a beginning. Keeping together is progress. Working together is success." Henry Ford Henry Ford."— Presentation transcript:

1 1 Building and Leading Teams

2 2 "Coming together is a beginning. Keeping together is progress. Working together is success." Henry Ford Henry Ford

3 " Individual commitment to a group effort-that is what makes a team work, a company work, a society work, a civilization work." Vince Lombardi Vince Lombardi


5 5 Team A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose

6 Responsible Active Participant Mission Oriented Reliable Actively Listens Competent Respectful Communicative Flexible Unselfish Top 10 Qualities Team Player

7 7 Ex. 10.1 Differences Between Groups and Teams Group Has a designated, strong leader Individual accountability Identical purpose for group and organization Performance goals set by others Works within organizational boundaries Individual work products Organized meetings; delegation Team Shares or rotates leadership roles Mutual/ind. accountability Specific team vision or purpose Performance goals set by team Not inhibited by organizational boundaries Collective work products Mutual feedback, open-ended discussion, active problem- solving

8 8 Ex. 10.2 Stages of Team Development Forming: Orientation, break the ice Leader: Facilitate social interchanges Storming: Conflict, disagreement Leader: Encourage participation, surface differences Norming: Establishment of order and cohesion Leader: help clarify team roles, norms, values Performing: Cooperation, problem solving Leader: Facilitate task accomplishment

9 9 Ex. 10.3 Evolution of Teams and Team Leadership Functional Team Grouping individuals by activity Leader centered Vertical or command team Cross-Functional Team Coordinates across organization boundaries for change projects Leader gives up some power Special purpose team, problem- solving team Self-Directed Team Autonomous, defines own boundaries Member-centered Self-managed team Need for traditional leadershipNeed for team leadership

10 10 Size Smaller teams are more productive Must be large enough for diverse skills Allow members to feel like they are an intimate part of a community

11 11 Diversity Heterogeneous teams more effective Is a source of creativity Contributes to healthy conflict May prevent groupthink

12 12 Interdependence Interdependence –The extent to which team members depend on each other for information, resources, or ideas to accomplish their tasks Pooled Interdependence –The lowest form of team interdependence; members are relatively independent of one another in completing their work

13 13 Interdependence (contd.) Sequential Interdependence –Serial form of interdependence in which the output of one team member becomes the input to another team member Reciprocal Interdependence –Highest form of interdependence; members influence and affect one another in reciprocal fashion

14 14 Leading Effective Teams Team effectiveness : the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction Team cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal

15 15 Ex. 10.4 Two Types of Team Leadership Roles Task-Specialist BehaviorSocio-Emotional Behavior Propose solutions and initiate new ideas Encourage contributions by others; draw out others’ ideas by showing warmth and acceptance Evaluate effectiveness of task solutions; offer feedback on others’ suggestions Smooth over conflicts between members; reduce tension and help resolve differences Seek information to clarify tasks, responsibilities, and suggestions Be friendly and supportive of others; show concern for members’ needs and feelings Summarize ideas and facts related to the problem at hand Maintain standards of behavior and remind others of agreed-upon norms and standards for interaction Energize others and stimulate the team to action Seek to identify problems with team interactions or dysfunctional member behavior; ask for others’ perceptions

16 16 Determinants of Cohesiveness Interaction – the amount of contact between team members Shared mission and goals – agreement among team members leads to cohesion Personal attraction – team members enjoy being together Team success – favorable evaluation of the team’s work by outsiders

17 17 Consequences of Team Cohesiveness High morale Increased performance Creates social facilitation

18 18 Virtual Team A team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies

19 19 Global Teams Teams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis

20 20 Ex. 10.5 Differences Between Conventional, Virtual, and Global Teams Type of TeamSpatial Distance Communications Member Cultures Leader Challenge ConventionalColocatedFace to faceSameHigh VirtualScatteredMediatedSameHigher GlobalWidely scattered MediatedDifferentVery high

21 21 Ex. 10.6 A Model of Styles to Handle Conflict Assertiveness (Attempting to satisfy one’s own concerns) Cooperativeness (Attempting to satisfy the other party’s concerns) Assertive Unassertive UncooperativeCooperative AvoidingAccommodating Compromising CompetingCollaborating.....


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