1 / 23

MGMT 371 Groups and Teams

MGMT 371 Groups and Teams. Group & Team defined, compared Formal group functions, benefits Group development Member roles, norms Teams and trust Self-managed, virtual teams Effectiveness and obstacles. Group vs. Team.

kyne
Download Presentation

MGMT 371 Groups and Teams

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. MGMT 371Groups and Teams • Group & Team defined, compared • Formal group functions, benefits • Group development • Member roles, norms • Teams and trust • Self-managed, virtual teams • Effectiveness and obstacles

  2. Group vs. Team • Group Two or more freely interacting people with shared norms and goals and a common identity. • TeamSmall group with complimentary skills who hold themselves mutually accountable for common purpose, goals, and approach McGraw-Hill

  3. Types of Groups • Formal: Formed by the organization • Informal: Formed by members

  4. Organizational Functions Complete interdependent tasks Ideas, solutions Coordinate Complex decisions Socialize newcomers Individual Functions Affiliation Self-esteem Identity Share/test ideas, perceptions Empowerment Problem-solving vehicle Formal Group Functions

  5. Group Development Process • Tuckman’s 5-Stage Model (Figure 9-1) • Forming: Ice-breaking • Storming: Testing • Norming: Bonding • Performing: Completing goals • Adjourning: Parting

  6. Member Roles • Roles = Expected behaviors for position • Task roles • Task-related group behaviors • Maintenance roles • Relationship-building and maintaining behaviors (See Table 9-2)

  7. NORMS • Shared attitudes, opinions, feelings, actions, behaviors • Development: • Explicit statements • Critical events and carryover • Primacy or first pattern that emerges • Purpose: • Group/team maintenance and survival • Define/enforce behavioral expectations • Define group’s core values and identity

  8. A group becomes a team when… • Evolution of a team • Shared leadership • Individual and collective accountability • Purpose or mission • Routine problem solving • Effectiveness defined by collective outcomes

  9. Types of Work Teams • Advice teams (help broaden information base for managerial decisions) • Production teams (perform day-to-day operations) • Project teams (apply specialized knowledge for creative problem solving) • Action teams (collection of highly-coordinated specialists who exhibit peak performance on demand)

  10. Teams and Trust • Cooperation vs. Competition • TRUST • Reciprocal faith in others’ intentions and behavior • Dimensions • Overall trust = expecting fairness, truth, empathy • Emotional trust = expecting confidence • Reliableness = commitments kept

  11. Building Trust • Knowledge sharing • Transparency • Support/active participation • Respect • Fairness • Predictability • Competence

  12. Self-Managed Teams • Self-Managed Teams • Members given administrative oversight for their work • Cross-functionalism =team made up of technical specialists from different areas • Empowerment • Competence skills • Process skills • Helping behaviors

  13. Empowering Self-Managed Teams External Leader Behavior • Make team members responsible and accountable for the work they do • Ask for and use team suggestions when making decisions • Encourage team members to take control of their work • Create an environment in which team members set their own team goals • Stay out of the way when team members attempt to solve work-related problems • Generate high team expectations • Display trust and confidence in the team’s abilities

  14. Empowering Self-Managed Teams Via Human Resource Systems • The team gets paid, at least in part, as a team • Team members are cross-trained on jobs within their team • Team members are cross-trained on jobs in other teams • Team members are responsible for hiring, training, punishment, and firing • Team members use peer evaluations to formally evaluate each other

  15. Empowering Self-Managed Teams Social Structure/Culture • The team gets support from other teams and departments when needed • The team has access to and uses important and strategic information • The team has access to and uses the resources of other teams • The team has access to and uses resources inside and outside the organization • The team frequently communicates with other teams • The team makes its own rules and policies

  16. Virtual Teams: How to Manage • Start with a face-to-face • Establish regular times for interaction • Set firm rules for communication • Use visual forms of communication where possible • Offer support, feedback consistently • Team members evaluate each other • Reach agreement on technology and/or provide a virtual meeting room

  17. Virtual Teams: How to Manage • Team members evaluate each other • Provide a virtual meeting room via intranet, web site, or bulletin board • Be available to employees, but don’t wait for them to seek you out • Encourage informal, off-line conversations between team members

  18. Characteristics of an Effective Team • Clear purpose • Informality • Participation • Listening • Civilized disagreement • Consensus decisions • Open communication • Clear roles and work assignments • Clear values, norms, identity • Shared leadership • External relations • Self-assessment

  19. Factors that Influence Group Effectiveness Task and Maintenance Roles Structure Process Diversity Creativity

  20. Why Do Teams Fail? Mistakes Made by Management • Weak strategies and poor business practices. • Hostile environment for teams • Teams adopted as a quick-fix with no long-term commitment. • Unchanged bad habits • Vague or conflicting team assignments • Inadequate team skills training • Poor staffing of teams • Lack of trust--CULTURE

  21. Why Do Teams Fail? Potential Problems Within Teams • Unrealistic expectations • Conflict over differences in work styles • Emphasis on results only, not on processes • Lack of persistence, overcoming obstacles • Resistance to change • Poor interpersonal/team skills • Poor member fit • Lack of trust • Power struggles

  22. Why Do Teams Fail? Potential Problems Within Teams • Groupthink: • Cohesiveness leading to unwillingness to view all alternatives • Social loafing: • Lack of effort from member over-relying on other members

  23. Teams at the Top Upper Echelons Diversity at the Top Multicultural Top Teams

More Related