BBA102Wk2Ch16groups_teams

1、BBA102 Week 2Chapter 16Teams and Teamwork John Wiley & Sons AustraliaChapter 16Teams and teamworkEXAM questionsHow do teams contribute to organisations?What are the current trends in the use of teams?How do teams work?How do teams make decisions?What are the challenges of high-performance team leade

2、rship? John Wiley & Sons AustraliaHow do teams contribute to organisations?Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for its accomplishment.Teamwork The process of people actively working together to

3、 accomplish common goals a shared vision John Wiley & Sons AustraliaHow do teams contribute to organisations?Team and teamwork roles for managersSupervisor serving as the appointed head of a work unitNetwork facilitator serving as a peer leaderHelpful participant serving as a helpful contributing me

4、mber of the teamExternal coach serving a mentor or sponsor for team members. John Wiley & Sons AustraliaFigure 16.2Organisational and management implications of self-managing work teams John Wiley & Sons AustraliaHow do teams contribute to organisations?What can go wrong in teams?Social loafingFree

5、riders who slack off because responsibility is diffused and others are present to do the workCommon problems:Personality conflictsDifferences in work stylesTask ambiguityPoor readiness to work. John Wiley & Sons AustraliaHow do teams contribute to organisations?SynergyThe creation of a whole that is

6、 greater than the sum of its partsA team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise. John Wiley & Sons AustraliaHow do teams contribute to organisations?Usefulness of teamsMore resources for problem solvingImp

7、roved creativity and innovationImproved quality of decision makingGreater commitments to tasksHigher motivation through collective actionBetter control and work disciplineMore individual need satisfaction. John Wiley & Sons AustraliaHow do teams contribute to organisations?Formal groupsTeams that ar

8、e officially recognised and supported by the organisation for specific purposesMay appear on the organisation chartA functional team is a formally designated work team with a manager or team leader. John Wiley & Sons AustraliaHow do teams contribute to organisations?Informal groupsNot recognised on

9、organisation chartsNot officially created to serve an organisational purposeEmerge as part of the informal structure and from natural or spontaneous relationships among people. John Wiley & Sons AustraliaWhat are the current trends in the use of teams?Employee involvement teamsGroups of workers who

10、meet on a regular basis outside of their formal assignmentsHave the goal of applying their expertise and attention to important workplace mattersTargeted towards continuous improvementQuality circles represent a common form of employee involvement teams. John Wiley & Sons AustraliaWhat are the curre

11、nt trends in the use of teams?International teamsTeams that include members from at least two different countriesIssues arising from cultural differences can derail international teams.The use of skilled facilitators can maximise effectiveness of international teams. John Wiley & Sons AustraliaWhat

12、are the current trends in the use of teams?Self-managing work teams semi-autonomous work teamsTeams of workers whose jobs have been redesigned to create a high degree of task interdependence and who have been given authority to make many decisions about howto do the required workAlso known as autono

13、mous work groups. John Wiley & Sons AustraliaFigure 16.3An open-systems model of work team effectiveness John Wiley & Sons AustraliaHow are teams developed?Stages of team developmentForming initial orientation and interpersonal testingStorming conflict over tasks and ways of operating as a teamNormi

14、ng consolidation around task and operating agendasPerforming teamwork and focused task performanceAdjourning task accomplishment and eventual disengagement. John Wiley & Sons AustraliaHow do teams work?CohesivenessThe degree to which members are attracted to a team and motivated to remain part of a

15、teamCan be beneficial if paired with positive performance norms. John Wiley & Sons AustraliaHow do teams work?Effects of team cohesiveness and normsPositive norms + high cohesiveness high performance and strong commitments to supportive norms.Positive norms + low cohesiveness moderate performance an

16、d weak commitments to supportive norms. John Wiley & Sons AustraliaHow do teams work?Effects of team cohesiveness and norms Negative norms + low cohesiveness low-to-moderate performance and weak commitments to harmful norms.Negative norms + high cohesiveness low performance and strong commitments to

17、 harmful norms. John Wiley & Sons AustraliaHow do teams work?Guidelines for increasing team cohesionInduce agreement on team goals.Increase membership homogeneity.Increase interaction among members.Decrease team size.Introduce competition with other teams.Reward team rather than individual results.P

18、rovide physical isolation from other teams. John Wiley & Sons AustraliaFigure 16.5How cohesiveness and norms influence team performance John Wiley & Sons AustraliaHow do teams work?Distributed leadership rolesMake every member responsible for recognising when task and/or maintenance activities are n

19、eeded and stepping in to provide them.Leading through task activities focuses on solving problems and accomplishing tasks.Leading through maintenance activities helps strengthen and perpetuate the team as a social entity. John Wiley & Sons AustraliaFigure 16.6Distributed leadership helps teams meet

20、task and maintenance needs John Wiley & Sons AustraliaHow teams not work?Dysfunctional activities that detract from team effectivenessBeing aggressiveBlockingSelf-confessingSeeking sympathyCompetingWithdrawalHorsing aroundSeeking recognition. John Wiley & Sons AustraliaHow do teams make decisions?Sy

21、mptoms of groupthinkIllusions of group invulnerabilityRationalising unpleasant and disconfirming dataBelief in inherent group moralityNegative stereotypes of competitorsPressure to conformSelf-censorshipIllusions of unanimityMind guarding. John Wiley & Sons AustraliaHow do teams make decisions?Metho

22、ds for dealing with groupthinkHave each group member be a critical evaluator.Dont appear to favour one course of action.Create sub-teams to work on the same problems.Have team members discuss issues with outsiders.Have outside experts observe and provide feedback on team activities.Assign a member t

23、o the devils advocate role.Hold a second-chance meeting. John Wiley & Sons AustraliaHow do teams make decisions?Creativity in team decision makingGuidelines for brainstorming:All criticism is ruled outFreewheeling is welcomedQuantity is importantBuilding on one anothers ideas is encouraged. John Wil

24、ey & Sons AustraliaHow do teams make decisions?Creativity in team decision makingSteps in the nominal group technique:Participants work alone, identifying possible solutions.Ideas are shared in a round-robin fashion without any criticism or discussion.Ideas are discussed and clarified in a round-rob

25、in sequence.Members individually and silently follow a written voting procedure.The last two steps are repeated as needed. John Wiley & Sons AustraliaWhat are the challenges of high-performance team leadership?Team buildingA sequence of planned activities used to gather and analyse data on the funct

26、ioning of a team and to implement constructive changes to increase its operating effectiveness. John Wiley & Sons AustraliaWhat are the challenges of high-performance team leadership?Steps in a cyclical team-building process:Problem awarenessData gatheringData analysis and diagnosisAction planningAc

27、tion implementationEvaluation. John Wiley & Sons AustraliaWhat are the challenges of high-performance team leadership?Characteristics of high-performing teamsA clear and elevating goalA task-driven, results-oriented structureCompetent and committed members who work hardA collaborative climateHigh st

28、andards of excellenceExternal support and recognitionStrong and principled shared-leadership. John Wiley & Sons AustraliaWhat are the challenges of high-performance team leadership?Effective team leaders act to:establish clear visioncreate changeunleash talent. John Wiley & Sons AustraliaMCQWhich st

29、atement regarding teams and teamwork is NOT true? A Teams are rich in performance potential.B Teams are complex in the way they work.C Teams are challenging to lead for high-performance results.D Many tasks in organisations are beyond the capabilities of people working alone.E Most workers receive t

30、eam training.MCQWhich of the following statements does NOT accurately describe group process?A Group process includes how well team members communicate, make decisions and handle conflicts.B When group process fails, team effectiveness can suffer.C Since group process is essential to team effectiveness, it gu