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Developing Management SkillsChapter 9: Building Effective Teams and Teamwork © 2007 by Prentice Hall 9 -
Learning Objectives Diagnose and facilitate team developmentBuild high-performance teams Facilitate team leadership Foster effective team membership © 2007 by Prentice Hall 9 -
Teams Groups of people who are interdependent, interact with each other, and see themselves as a unique entity. © 2007 by Prentice Hall 9 -
A Team Metaphor Effectives teams are like geese,They both have interdependent members They are more efficient working together They create their own magnetism © 2007 by Prentice Hall 9 -
A Team Metaphor (con’t)They do not always have the same leader Members care for and nurture one another Cheer for each other Have a high level of trust © 2007 by Prentice Hall 9 -
The Team Explosion 79% of Fortune 1000 companies use self-managed teams 91% use employee work groups More than 2/3 of college students participate in teams © 2007 by Prentice Hall 9 -
Team and Performance Teams can improve performance by,Cutting staffing costs Reducing errors Improving decision making Improving employee relations © 2007 by Prentice Hall 9 -
A Team Example Logistical Support for the United States Armed Services in the 1990 Persian Gulf War. © 2007 by Prentice Hall 9 -
Pagonis’ Team 122 million meals 1.3 billion gallons of fuelTanks, planes, ammunition, etc 500 new traffic signs in different languages 500 tons of mail each day 70,000 contracts © 2007 by Prentice Hall 9 -
Stages of Team DevelopmentForming Storming Norming Performing © 2007 by Prentice Hall 9 -
Groupthink When the preservation of the team takes precedence over good decisions and problem solving. © 2007 by Prentice Hall 9 -
Janis’ Examples of GroupthinkCuban Missile Crisis Bay of Pigs © 2007 by Prentice Hall 9 -
Symptoms of GroupthinkIllusion of invulnerability Shared stereotypes Rationalization Illusion of morality Self-censorship Direct pressure Mind-guarding Illusion of unanimity © 2007 by Prentice Hall 9 -
Resolving Groupthink Critical evaluators Open discussion SubgroupsDevil’s advocate Second-chance meetings © 2007 by Prentice Hall 9 -
Xerox Dissemination ProcessInsert figure 9.2 © 2007 by Prentice Hall 9 -
Attributes of High Performing TeamsPerformance outcomes Specific, shared purpose and vision Mutual, internal accountability Blurring of formal distinctions Coordinated, shared work roles © 2007 by Prentice Hall 9 -
Attributes of High Performing TeamsInefficiency leading to efficiency Extraordinarily high quality Creative continuous improvement High credibility and trust Clarity of core competence © 2007 by Prentice Hall 9 -
Leading Teams Two critical factors:Developing credibility and influence Establishing a motivating vision and goals © 2007 by Prentice Hall 9 -
Developing CredibilityDemonstrating integrity Being clear and consistent Creating positive energy Building a base of agreement © 2007 by Prentice Hall 9 -
Developing CredibilityUsing one-sided and two-sided arguments appropriately Encouraging team members to help them personally improve Sharing information © 2007 by Prentice Hall 9 -
Team Leadership and GoalsSMART Goals Specific Measurable Aligned Realistic Time-bound © 2007 by Prentice Hall 9 -
Effects of Goals on PerformanceInsert figure 9.3 © 2007 by Prentice Hall 9 -
Everest Goals Represents ultimate achievement Clear and compellingA unifying focal point Builds team spirit © 2007 by Prentice Hall 9 -
Examples of Everest GoalsHenry Ford – Affordable cars for employees Masaru Ibuka – Sony to overcome image of Japanese quality Steven Jobs – One computer for every person on the planet Sam Walton – Wal-Mart to become a trillion-dollar company © 2007 by Prentice Hall 9 -
Team Membership Team members not only need clear goals, they needs roles to help facilitate task accomplishment and group cohesion. © 2007 by Prentice Hall 9 -
Task Facilitating RolesMonitoring Process analyzing Reality testing Enforcing Summarizing Direction giving Information seeking Information giving Elaborating Urging © 2007 by Prentice Hall 9 -
Relationship Building RolesSupporting Harmonizing Tension Relieving Confronting Energizing Developing Consensus building Empathizing © 2007 by Prentice Hall 9 -
Blocking Roles Dominating Overanalyzing Stalling Remaining passiveOver-generalizing Fault-finding Premature decision making Presenting opinions as facts Rejecting Pulling rank Resisting Deflecting © 2007 by Prentice Hall 9 -
Feedback Many managers are afraid of giving correcting bad behaviors because they don’t want to offend employees. © 2007 by Prentice Hall 9 -
Rules for Effective FeedbackFocus on behaviors Focus on observations Focus on descriptions Focus on a specific situation © 2007 by Prentice Hall 9 -
Rules for Effective FeedbackFocus on here and now Focus on sharing ideas and information Give feedback that is valuable Give feedback at an appropriate time and place © 2007 by Prentice Hall 9 -
Management Skills for High Performing TeamsInsert figure 9.4 © 2007 by Prentice Hall 9 -
Team work & Team building team work and team building. u To understand the basic concepts and ideas of team work and team building. u To appreciate the.
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Copyright © 2008 Allyn & Bacon Fundamentals of Group Communication 10 CHAPTER Chapter Objectives This Multimedia product and its contents are protected.
Groups © The McGraw-Hill Companies, Inc., 1998 Group: “Two or more freely interacting individuals who share collective norms and goals and have a common.
Communication Skills Personal Commitment Programs or Services Interaction Processes Context.
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Chapter 13 Teams and Teamwork
© 2005 Prentice-Hall 7-1 Foundations of Group Behavior Chapter 7 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Chapter 18 Leading Teams.
Chapter 10 Leading Teams.
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TOGETHER EVERYONE ACHIEVES MORE
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Chapter 9: Teams and Teamwork
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