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Management Fundamentals - Chapter 161 How do teams contribute to organizations?  Team  A small group of people with complementary skills, who work together.

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Presentation on theme: "Management Fundamentals - Chapter 161 How do teams contribute to organizations?  Team  A small group of people with complementary skills, who work together."— Presentation transcript:

1 Management Fundamentals - Chapter 161 How do teams contribute to organizations?  Team  A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results.  Teamwork  The process of people actively working together to accomplish common goals

2 Management Fundamentals - Chapter 162  Team and teamwork roles for managers:  Supervisor — serving as the appointed head of a formal work unit.  Network facilitator — serving as a peer leader an network hub for a special task force.  Participant — serving as a helpful contributing member of a project team.  External coach — serving as the external convenor or sponsor of a problem-solving team staffed by others.

3 Management Fundamentals - Chapter 163  Common problems in teams:  Personality conflicts.  Individual differences in work styles.  Ambiguous agendas.  Ill-defined problems.  Poor readiness to work. 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.

4 Management Fundamentals - Chapter 164  Synergy  The creation of a whole that is greater than the sum of its parts.  A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise.

5 Management Fundamentals - Chapter 165  Formal groups —  Teams that are officially recognized and supported by the organization for specific purposes.  Specifically created to perform essential tasks.  Managers and leaders serve “linking pin” roles.

6 Management Fundamentals - Chapter 166  Informal groups —  Not recognized on organization charts.  Not officially created for an organizational purpose.  Emerge as part of the informal structure and from natural or spontaneous relationships among people.  Include interest, friendship, and support groups.  Can have positive performance impact.  Can help satisfy social needs.

7 Management Fundamentals - Chapter 167 What are the current trends in the use of teams?  Committees, project teams, and task forces —  Committees. People outside their daily job assignments work together in a small team for a specific purpose. Task agenda is narrow, focused, and ongoing.  Projects teams or task forces. People from various parts of an organization work together on common problems, but on a temporary basis. Official tasks are very specific and time defined. Disbands after task is completed.

8 Management Fundamentals - Chapter 168  Cross-functional teams —  Members come from different functional units of an organization.  Team works on a specific problem or task with the needs of the whole organization in mind.  Teams are created to knock down “walls” separating departments.

9 Management Fundamentals - Chapter 169  Employee involvement teams —  Groups of workers who meet on a regular basis outside of their formal assignments.  Have the goal of applying their expertise and attention to continuous improvement.  Quality circles represent a common form of employee involvement teams.

10 Management Fundamentals - Chapter 1610 How do teams work?  Effective teams …  Achieve and maintain high levels of task performance.  Achieve and maintain high levels of member satisfaction.  Retain viability for the future.

11 Management Fundamentals - Chapter 1611  Resource input factors that influence group process in the pursuit of team effectiveness:  Nature of the task.  Organizational setting.  Team size.  Membership characteristics.

12 Management Fundamentals - Chapter 1612  Group process:  The way the members of any team work together as they transform inputs into outputs :  Also known as group dynamics.  Includes communications, decision making, norms, cohesion, and conflict, among others.

13 Management Fundamentals - Chapter 1613  Stages of team development:  Forming — initial orientation and interpersonal testing.  Storming — conflict over tasks and ways of working as a team.  Norming — consolidation around task and operating agendas.  Performing — teamwork and focused task performance.  Adjourning — task accomplishment and eventual disengagement.

14 Management Fundamentals - Chapter 1614  Guidelines for building positive norms:  Act as a positive role model.  Reinforce the desired behaviors with rewards.  Control results by performance reviews and regular feedback.  Orient and train new members to adopt desired behaviors.  Recruit and select new members who exhibit desired behaviors.  Hold regular meetings to discuss progress and ways of improving.  Use team decision-making methods to reach agreement.

15 Management Fundamentals - Chapter 1615  Distributed leadership roles …  Make every member responsible for recognizing when task and/or maintenance activities are needed and taking actions to provide them.  Leading through task activities focuses on solving problems and achieving performance results.  Leading through maintenance activities helps strengthen and perpetuate the team as a social system.

16 Management Fundamentals - Chapter 1616  Dysfunctional activities that detract from team effectiveness:  Being aggressive  Blocking  Self-confessing  Seeking sympathy  Competing  Withdrawal  Horsing around  Seeking recognition

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