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Effective Teamwork: Maximizing Performance and Satisfaction

This chapter explores the value of teams in organizations, discussing the requirements, contributions, and types of teams. It also covers common dysfunctions of teams, strategies to make teams effective, and the innovative use of teams in virtual and global contexts. Additionally, it addresses team characteristics, stages of team development, team cohesiveness, team norms, and conflict management.

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Effective Teamwork: Maximizing Performance and Satisfaction

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  1. Chapter 18 Leading Teams

  2. The Value of Teams • Work in organizations is interdependent • What Is a Team? • Two or more people who interact and coordinate their work toward a goal

  3. 18.1 Requirements of Teamwork

  4. Contributions of Teams • Creativity and innovation • Improved quality • Speed response • Higher productivity and lower costs • Enhanced motivation and satisfaction

  5. 18.2 Five Contributions Teams Make

  6. Types of Teams • Formal Team – defined by formal organization structure • Vertical: functional or command team • Cross-Functional Team • Horizontal: committee with cross-functional membership • Special Purpose: project teams • Self-Managed Teams – supervised by elected employee • Diverse skills and functions • Access to resources • Team is empowered to make decisions

  7. 18.3 Functional and Cross-Functional Teams in an Organization

  8. Dilemma of Teams • We have to give up our independence • We have to put up with free riders • Teams are sometimes dysfunctional

  9. 18.4 Five Common Dysfunctions of Teams

  10. How to Make Teams Effective • Successful teams don’t just happen • Team members should consider: • Defining roles • Establishing norms • Setting goals • Work-team effectiveness is based on: • Productive output • Personal satisfaction • Capacity to adapt and learn

  11. 18.5 Work Team Effectiveness Model

  12. Work Team Effectiveness • Productive Output • Satisfaction of Members • Capacity to Adapt and Learn

  13. Model of Team Effectiveness • Team size and roles are important • Team characteristics influence processes • Good team leaders understand and manage stages of team development • Team members and leaders must direct processes in a positive manner

  14. Innovative Use of Teams • Virtual Teams • Use technology to build relationships • Shape culture through technology • Monitor progress and reward members • Global Teams • Cross-border work teams • Members from different nationalities • May operate virtually

  15. 18.6 What Effective Virtual Team Leaders Do

  16. Team Characteristics Design teams for effectiveness • Size Team performance and productivity peaks at five members • Diversity Diverse skills, knowledge, and experience produces innovative solutions • Member Roles Teams must focus on both task and social roles

  17. Task Performance and Social Satisfaction Task Specialist Role • Initiating ideas • Giving opinions • Seeking information • Summarizing • Energizing

  18. Stages of Team Development • Forming – orientation and acquaintance • Storming – personalities and roles emerge • Norming – conflicts develop • Performing – focus on problem solving • Adjourning – disbandment

  19. 18.7 Five Stages of Team Development

  20. Team Cohesiveness • Determinants of Team Cohesiveness • Team interaction • Shared goals • Personal attraction to the team • Consequences of Team Cohesiveness • Morale • Productivity

  21. Team Norms Team norms – an informal standard of conduct that is shared by team members and guides their behavior

  22. 18.8 Four Ways Team Norms Develop

  23. Managing Team Conflict • Teams deal with task conflict and relationship conflict • Balancing Conflict and Cooperation • Conflict can help eliminate groupthink • Conflict can cause morale and productivity problems • Causes of Conflict • Competition over resources • Communication breakdowns

  24. 18.9 Balancing Conflict and Cooperation

  25. Styles to Handle Conflict • Dominating style • Avoiding style • Compromising style • Accommodating style • Collaborating style

  26. 18.10 - A Model of Styles to Handle Conflict

  27. Team Conflict Tools • Superordinate goals – vision compels people to overcome conflict and cooperate • Mediation – allowing third party to help with disputes • Negotiation • Integrative • Distributive

  28. Reaching a Win-Win Solution • Separate the people from the problem • Focus on interests, not current demands • Generate many alternatives for mutual gain • Insist that results be based on objective standards

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