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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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