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Leading Groups and Teams

Leading Groups and Teams. Learning Objectives. List and briefly describe the types of teams used at work Explain the causes and symptoms of unproductive teams Understand what is necessary to build team performance Describe the problems of making the transition from supervisor to team leader

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Leading Groups and Teams

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  1. Leading Groups and Teams Chapter 13

  2. Learning Objectives • List and briefly describe the types of teams used at work • Explain the causes and symptoms of unproductive teams • Understand what is necessary to build team performance • Describe the problems of making the transition from supervisor to team leader • List the values that team leaders should have • Use important team-leader coaching skills Chapter 13

  3. Levels of Employee Involvement Information Sharing Intergroup Problem Solving Total Self- Direction Chapter 13

  4. Group Dynamics Norms Cohesiveness Chapter 13

  5. Suggestion Problem- Solving Basic Types of Teams Self- Managing Semi- Autonomous Chapter 13

  6. Quality Circles Project, Venture, Development Teams at Work Virtual Transnational Chapter 13

  7. Training Confusion Leader-Centred Teams Misplaced Loyalty Self-Directed Teams Self-Directed Work Teams Start-up Chapter 13

  8. Power struggles Individual behaviour Workload Top management Groupthink Leadership Focus Capability Causes of Unproductive Teams Chapter 13

  9. Symptoms of Unproductive Teams • Not accomplishing goals • Guarded communication • Lack of disagreement • Malfunctioning meetings • Conflict within the team Chapter 13

  10. Characteristics of Productive Teams Commitment to a Mission Specific Goals Right Size, Right Mix A Common Approach Mutual Accountability Chapter 13

  11. Building High-Performance Teams • Seek employee input • Set performance standards • Select members for skill and potential • Observe first meetings and actions • Set clear rules of behaviour • Move from “boss” to “coach” Chapter 13

  12. Building High-Performance Teams • Set performance-oriented goals • Inject fresh facts and information • Use positive feedback • Shoot for the right team size • Choose team players Chapter 13

  13. Building High-Performance Teams • Train and cross-train • Stress the task’s importance • Assign whole tasks • Encourage social support • Provide material support Chapter 13

  14. Coaching Participation Effective Team Leaders Boundary Managers Facilitators Chapter 13

  15. Loss of Status or Power Unclear Roles Becoming a Team Leader Transition Problems Job Security Double Standard Chapter 13

  16. Put Team Members First Trust Team Members Team-Leader Values Support the Team Believe in Teamwork Chapter 13

  17. Developing Coaching Skills • Know your people • Coach, don’t tell • Give emotional support • Use Socratic coaching • Set high expectations Chapter 13

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