1. © 2008The McGraw-Hill Companies, Inc. All rights reserved. Developing and Leading Effective Teams Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. Ch. 11 Learning Objectives 1.Explain how a work group becomes a team. 2.Identify and describe four types of work teams. 3.Explain the model of effective work teams, and specify the two criteria of team effectiveness. 4.Identify five teamwork competencies team members need to possess. 5.Discuss why teams fail. 11-2

3. Ch. 11 Learning Objectives 6.List at least four things managers can do to build trust. 7.Distinguish two types of group cohesiveness, and summarize cohesiveness research findings. 8.Define virtual teams and self-managed teams 9.Describe high-performance teams and discuss team leadership. 11-3

4. Teams Team Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach 11-4

5. Evolution of Teams 1)Leadership becomes a shared activity 2)Accountability shifts from strictly individual to both individual and collective 3)The group develops its own purpose or mission 4)Problem solving becomes a way of life, not a part-time activity 5)Effectiveness is measured by the group’s collective outcomes and products A Work Group Becomes a Team When: 11-5

6. Teams What are the characteristics of a successful basketball team? What parallels can we make to work teams? 11-6

7. Types of Work Teams 11-7

8. Effective Work Teams 11-8

9. Teamwork Competencies Orients Team to Problem-solving Situation Organizes and Manages Team Performance Promotes a Positive Team Environment Facilitates and Manages Task Conflict Appropriately Promotes Perspective 11-9

10. Characteristics of Effective Teamwork 11-10

11. Why Work Teams Fail 11-11

12. Effective Teamwork Requires: Cooperation rather than competition Within teams Among teams within organizations Trust reciprocal faith in others’ intentions and behavior Cohesiveness a sense of “we-ness”, strength of team members’ desires to remain a part of the team 11-12

13. Interpersonal Trust Involves a Cognitive Leap Firsthand knowledge of other person’s reliability and integrity DistrustTrust Cognitive leap Faith in the other person’s good intentions Assumption that other person will behave as desired What can you do to build trust? 11-13

14. Cohesiveness A sense of “we-ness” helps the group stick together Socio-emotional cohesiveness Sense of togetherness based on emotional satisfaction Instrumental cohesiveness Sense of togetherness based on mutual dependency needed to get the job done 11-14

15. Test Your Knowledge Military units engaged in coordinated efforts involving life or death situations would most likely rely on a.Socio-emotional cohesiveness b.Instrumental cohesiveness 11-15

16. Enhancing Cohesiveness 11-16

17. Test Your Knowledge True (A) or False (B) 1.Too much team cohesiveness can be a problem for the organization. 2.In general, success leads to cohesion, rather than cohesion causing success 3.Smaller teams are more cohesive 4.External threats hurt team cohesiveness 5.Members of cohesive teams enjoy more satisfaction and less turnover 11-17

18. Teams in Action: Basic Distinctions 11-18

19. How to Manage Virtual Teams Establish regular times for group interaction Set up firm rules for communication Use visual forms of communication where possible Emulate the attributes of co- located teams Give and receive feedback and offer assistance on a regular basis Agree on standard technology so all team members can work together easily 11-19

20. 11-20 How to Manage Virtual Teams Consider using 360-degree feedback to better understand and evaluate team members Provide a virtual meeting room via intranet, web site, or bulletin board Note which employees effectively use e-mail to build team rapport Smooth the way for an employee’s next assignment if membership on the team, or the team itself is not permanent Be available to employees, but don’t wait for them to seek you out Encourage informal, off-line conversations between team members

21. Test Your Knowledge Joachim is the leader of a virtual team. Due to time zone differences, the team has difficulty finding times to meet but found a time for a conference call today. Aileen, a fellow team member, was supposed to make a presentation to the group but never dialed into the call. In order to preserve the relationships among team members, after the conference call Joachim should: a.send an email to Aileen's boss regarding her absence from the call. b.complain to team members about Aileen's behavior. c.call Aileen directly to inquire about her absence from the call. 11-21

22. Ways to Empower Self-Managed Teams 11-22

23. Attributes of High Performance Teams 1)Participative leadership 2)Shared responsibility 3)Aligned on purpose 4)High communication 5)Future focused 6)Focused on task 7)Creative talents 8)Rapid response 11-23

24. Self-Management Leadership Behaviors 1)Encourages self- reinforcement 2)Encourages self- observation/evaluation 3)Encourages self- expectations 4)Encourages self-goal- setting 5)Encourages rehearsal 6)Encourages self-criticism 11-24