1 Pertemuan 21 (Off-Class) Leadership in Teams and Decision Groups Matakuliah: MPG09344-010 / Leadership and Organisation Tahun: 2005 Versi: versi/revisi.
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1 Pertemuan 21 (Off-Class) Leadership in Teams and Decision Groups Matakuliah: MPG09344-010 / Leadership and Organisation Tahun: 2005 Versi: versi/revisi 0
2 Learning Outcomes After studying these chapters students should be able to: Understand the process that determine how well a group performs an operational task. Understand the different types of teams that are commonly used in organizations and their implications for leadership. Understand how leadership is shared in self-managed teams and the conditions that make these teams more effective. Understand the advantages of cross-functional teams and the difficulties confronting leaders of these teams. Understand procedures to facilitate team learning and procedures to build trust and cooperation among team members. Understand why some groups make better decisions than others. Understand the primary leadership functions in decision groups Understand procedures for leading successful meetings.
3 Outline Materi Nature of Teams Functional Teams Cross-Functional Teams Self-Managed Work Teams Self-Defining Teams Virtual Teams Procedures for facilitating Team Learning Guidelines for Team Building Decision Making in Groups Leadership Functions in Meetings Guidelines for Leading Meetings Summary Cases
5 Nature of Teams Different types of teams –Functional operating teams –Cross-functional teams –Self-managed teams –Self-defining teams –Executive teams
6 Functional Teams Leadership in functional teams Alignment and task commitment Member skills and role clarity performance strategies Mutual trust and cooperation Resources and political support External coordination and adaptation
8 Leadership behaviors in cross-functional teams –Envisioning –Organizing –Social integrating –External spanning
9 Self-managed work teams Potential advantages Internal leadership roles External leadership role Research on self-managed teams Facilitating conditions for self-managed teams –Clearly defined objectives –Complex and meaningful task –Small size and stable membership
10 –Substantial authority and discretion –Access to information –Appropriate recognition and rewards –Strong support by top management –Adequate interpersonal skills
11 Self-defining teams The form of team with the greatest amount of autonomy Self-defining teams and Distributed leadership Problems with self-defining teams Cases : Moosewood and Gore
12 Virtual Teams The members are geographically separated and they seldom meet face-to- face.