1 / 20

MIST 2090 Intro to IS: Creating Business Value Intro to Teams

MIST 2090 Intro to IS: Creating Business Value Intro to Teams. Dr. Mark W. Huber Terry College of Business Spring 2007. Today’s Class. What is a “team?” Why do organizations use teams? Team Success Team Roles Team Development Team Contract (discussion) Questions/Comments.

delila
Download Presentation

MIST 2090 Intro to IS: Creating Business Value Intro to 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. MIST 2090Intro to IS: Creating Business Value Intro to Teams Dr. Mark W. Huber Terry College of Business Spring 2007

  2. Today’s Class • What is a “team?” • Why do organizations use teams? • Team Success • Team Roles • Team Development • Team Contract (discussion) • Questions/Comments

  3. Teams, Teams, Teams, Teams, Wonderful Teams(with apologies to Monty Python) • A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. • Source: Katzenbach and Smith, The Wisdom of Teams, p.45.

  4. Definition of a Team • A team is an appropriate number of people with complementary skills, and with individual differences and talents, who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. • Source: Modified from Katzenbach and Smith, The Wisdom of Teams, p.45. Contributors to the modified definition include our students, especially students from UGA’s Terry College’s IBM MBA program.

  5. Why Teams? • A complex and varied global business environment demands a correspondingly varied and complex internal organizational environment • Restatement of Ashby’s Law of Requisite Variety • SO? Source: Gareth’s Morgan’s Images of Organizations, 2nd ed., 1997, SAGE Publications

  6. One way to try to organize to meet the challenges of a varied and complex environment is to fill your organization with talented individuals, who work primarily as individuals. Environment Organization Individuals Environment Source: Dr. Mark W. Huber, adapted from Gareth’s Morgan’s Images of Organizations, 2nd ed., 1997, SAGE Publications

  7. Another way to organize to create requisite variety and complexity is to use teams.Teams can meet the demand for requisite variety and complexity. Environment Teams Individuals Organization Source: Dr. Mark W. Huber, adapted from Gareth’s Morgan’s Images of Organizations, 2nd ed., 1997, SAGE Publications

  8. Communication Participation Trust Honesty Mutual respect Integrity Mutual understanding Complement/ Support/ Accommodate Socials/ Social Interaction Clear Objectives Leadership Planning Execution Team Success http://www.meetingwizard.com/

  9. Team Member Roles and Behaviors • Belbin’s Team Roles • "A tendency to behave, contribute and interrelate with others in a particular way.“– Dr. Meredith Belbin • Torres and Fairbanks Team Roles • Task • Process • Dysfunctional

  10. Task Roles Source: Torres and Fairbanks, 1996, The ASTD Trainer’s Sourcebook: Teambuilding, p. 30.

  11. Process Roles Source: Torres and Fairbanks, 1996, The ASTD Trainer’s Sourcebook: Teambuilding, p. 31.

  12. Dysfunctional Team Member Behaviors Source: Torres and Fairbanks, 1996, The ASTD Trainer’s Sourcebook: Teambuilding, p. 33.

  13. Tuckman’s Stages of Team Development(Forsyth, 1983; Tuckman, 1965; Tuckman & Jensen, 1977) • FORMING • Politeness; tentative interactions • Attempt to Define Goals • Leadership emerges • Member roles emerge • Feelings of insecurity, anxiety, excitement PPT Slides modified from on Dr. Melenie Lankau’s slides on Tuckman’s Stage Model.

  14. Tuckman’s Stages of Team Development(Forsyth, 1983; Tuckman, 1965; Tuckman & Jensen, 1977) • STORMING • Conflict emerges re: roles, priorities, leadership • Ideas criticized • Competition • Feelings of resentment, hostility, and withdrawal. PPT Slides modified from on Dr. Melenie Lankau’s slides on Tuckman’s Stage Model.

  15. Tuckman’s Stages of Team Development(Forsyth, 1983; Tuckman, 1965; Tuckman & Jensen, 1977) • NORMING • Agreement on rules • Compromising & Collaborating • Share Information • Accept Differences • Cooperation & Cohesion – “We” feeling PPT Slides modified from on Dr. Melenie Lankau’s slides on Tuckman’s Stage Model.

  16. Performing: Group members work toward achieving their goals. Decision making; problem solving Adjourning: termination of duties and reduction of dependence Regret; increased emotionality;disintegration Tuckman’s Stages of Team Development(Forsyth, 1983; Tuckman, 1965; Tuckman & Jensen, 1977) PPT Slides modified from on Dr. Melenie Lankau’s (UGA) slides on Tuckman’s Stage Model.

  17. Team Contract • This course deliverable will be due later this semester and will have team and individual components. • It will be aliving document • Please begin thinking about and working on …

  18. Team Contract (cont.) • Team Purpose (mission) • Team Structure (organization, skills) • Team Processes (roles, ground rules, policies, etc.) • Team Values and Culture • Maxwell’s Value Deck Shuffle1 • Also captured as goals and outcomes in your team contract 1http://www.maximumimpact.com

  19. Team Contact Information • Please enter your name and contact information contact for each team member.

  20. Questions or Comments?

More Related