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Building and Leading Teams. "Coming together is a beginning. Keeping together is progress. Working together is success." Henry Ford. " Individual commitment to a group effort-that is what makes a team work, a company work, a society work, a civilization work."
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Building and Leading Teams
"Coming together is a beginning. Keeping together is progress.Working together is success." Henry Ford
"Individual commitment to a group effort-that is what makes a team work, a company work, a society work, a civilization work." • Vince Lombardi Team Player
Team A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose
Top 10 Qualities Reliable Competent Responsible Effective Team Players Actively Listens Mission Oriented Team Player Respectful Flexible Communicative Unselfish Active Participant
Group Has a designated, strong leader Individual accountability Identical purpose for group and organization Performance goals set by others Works within organizational boundaries Individual work products Organized meetings; delegation Team Shares or rotates leadership roles Mutual/ind. accountability Specific team vision or purpose Performance goals set by team Not inhibited by organizational boundaries Collective work products Mutual feedback, open-ended discussion, active problem-solving Ex. 10.1 Differences Between Groups and Teams
Ex. 10.2 Stages of Team Development Forming: Orientation, break the ice Leader: Facilitate social interchanges Storming: Conflict, disagreement Leader: Encourage participation, surface differences Norming: Establishment of order and cohesion Leader: help clarify team roles, norms, values Performing: Cooperation, problem solving Leader: Facilitate task accomplishment
Ex. 10.3 Evolution of Teams and Team Leadership • Cross-Functional Team • Coordinates across organization boundaries for change projects • Leader gives up some power • Special purpose team, problem-solving team • Self-Directed Team • Autonomous, defines own boundaries • Member-centered • Self-managed team • Functional Team • Grouping individuals by activity • Leader centered • Vertical or command team Need for traditional leadership Need for team leadership
Size • Smaller teams are more productive • Must be large enough for diverse skills • Allow members to feel like they are an intimate part of a community
Diversity • Heterogeneous teams more effective • Is a source of creativity • Contributes to healthy conflict • May prevent groupthink
Interdependence Interdependence • The extent to which team members depend on each other for information, resources, or ideas to accomplish their tasks Pooled Interdependence • The lowest form of team interdependence; members are relatively independent of one another in completing their work
Interdependence (contd.) Sequential Interdependence • Serial form of interdependence in which the output of one team member becomes the input to another team member Reciprocal Interdependence • Highest form of interdependence; members influence and affect one another in reciprocal fashion
Leading Effective Teams Team effectiveness: the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction Team cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal
Determinants of Cohesiveness • Interaction – the amount of contact between team members • Shared mission and goals – agreement among team members leads to cohesion • Personal attraction – team members enjoy being together • Team success – favorable evaluation of the team’s work by outsiders
Consequences of Team Cohesiveness • High morale • Increased performance • Creates social facilitation
Virtual Team A team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies
Global Teams Teams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis
Ex. 10.5 Differences Between Conventional, Virtual, and Global Teams
Ex. 10.6 A Model of Styles to Handle Conflict . . Assertive Competing Collaborating . Assertiveness Compromising (Attempting to satisfy one’s own concerns) . . Avoiding Accommodating Unassertive Uncooperative Cooperative Cooperativeness (Attempting to satisfy the other party’s concerns)