1. Chapter 10 Team Development
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2. Groups and Teams Groups Clear leader Two or more members
Members perform independent jobs with individual accountability, evaluation, and rewards.
Teams
Members share leadership
Two or more members
Members perform interdependent jobs, with individual and group accountability, evaluation, and rewards.
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3. New York Yankees
Joe Torre’s phenomenal success leading the New York Yankees is the stuff legends are made of. Torre no doubt has other pro teams scratching their heads. Yankee star players get paid 63 times more than Yankee backup players, yet the Yankees are team players.
There is no resentment at the end of the day in the clubhouse. How does he do it? As writer Geoffrey Colvin notes, “The truth is, everyone on the team knows who the stars are and embrace those stars. A lot of corporate teams try to suppress that reality. Winning athletic teams embrace it.
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4. Evaluating Team Worth
Forbes valued the Yankees at $730 million, behind only the Washington Redskins ($796 million) and the Dallas Cowboys ($743 million).
Gladden, Irwin, and Sutton say, “We contend that 2000 to 2010 will be the decade in which team management activities evolve from a focus on winning as a means of realizing short-term profits to a focus on strategic management of the team brand as a means of realizing long-term appreciation in franchise value.”
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5. Groups
The terms management-directed, semi-autonomous, and self-managed (or directed) are commonly used to differentiate groups.
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6. Group Performance Model
Group Performance is a function of organizational context, group structure, group process, and group development stage.
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7. Group Structure Dimensions
Group structure dimensions include:
Group Type
Size
Composition
Leadership
and Objectives.
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8. Types of Groups Formal or informal Functional or cross-functional
Command or task
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9. Problems with Small Groups
Groups that are too small limit ideas and creativity.
Small groups tend to be too cautious. Issues of overwork and burnout can also arise because the workload is not distributed over enough members.
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10. Problems with Large Groups
On the other hand, groups that are too large tend to be slow, and individuals don’t always get to contribute as much as they can in smaller groups.
Groups tend to be larger than teams. Groups with 20 or more members are definitely groups rather than teams because there are too many members to reach consensus on issues and decisions.
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11. Group Composition
Group composition is the mix of members’ skills and abilities. Obviously, composition directly and strongly affects performance. Without the right mix of skills and abilities, groups cannot excel.
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12. Objectives
A sports team, for example, might set objectives to improve community and media relationships, to strengthen team chemistry, to best last year’s win-loss record, to win as many games as they lose, to finish first, to make the playoffs, to play in the championship game, or to win the championship.
Recreational sport teams might emphasize teamwork and exercise. Work teams might set objectives to increase customer satisfaction, team rapport, sales, or profits.
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13. Group Process
Group process is the patterns of interactions that emerge as group members work together.
Group dynamics is another word for group process.
Group process often changes over time, and it is not something people figure out on their own. Careful and thoughtful training in group process is crucial for teams to be effective.
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14. Group Process Dimensions
The six components of group process dimensions are:
Roles
Norms
Cohesiveness
Status
Decision making
Conflict Resolution
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15. Group Status
Status is the perceived ranking of one member relative to other members in the group.
Status is based on several factors—one’s performance, job title, salary, seniority, expertise, people skills, appearance, and education, among others.
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16. Decision Making
One study found that professionals and volunteers at sporting events felt that some areas of decision making were perceived to be the domain of either the professionals or volunteers. Professionals wanted the relationship to be more equal.
One implication of this finding is the potential for improved organizational decision making between professionals and volunteers at sporting events.
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17. Stages of Group Development
Orientation
Dissatisfaction
Resolution
Production
Termination
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18. Empowering Groups
The trend is to empower groups to become teams because teams are more productive than groups.
If your group has 20 or more members, break the group into two or three teams.
If teams are to succeed, members need training in group process skills so they can make decisions and handle conflict.
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19. Better Meetings
Planning is needed in at least five areas: setting objectives, selecting participants, making assignments, setting the agenda and the time and place for the meeting, and leadership.
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20. Handling Problem Members
As groups and teams develop, certain personalities emerge that can cause inefficiency in the group:
Silent Ones
Talkers
Wanderers
Arguers
The Bored
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