BBA102Wk2Ch16groups_teams.ppt

1、BBA102 Week 2Chapter 16Teams and Teamwork, John Wiley & Sons Australia,Chapter 16Teams and teamwork,EXAM questions How do teams contribute to organisations? What are the current trends in the use of teams? How do teams work? How do teams make decisions? What are the challenges of high-performance te

2、am leadership?, John Wiley & Sons Australia,How do teams contribute to organisations?,Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for its accomplishment. Teamwork The process of people actively working

3、 together to accomplish common goals a shared vision, John Wiley & Sons Australia,How do teams contribute to organisations?,Team and teamwork roles for managers Supervisor serving as the appointed head of a work unit Network facilitator serving as a peer leader Helpful participant serving as a helpf

4、ul contributing member of the team External coach serving a mentor or sponsor for team members., John Wiley & Sons Australia,Figure 16.2Organisational and management implications of self-managing work teams, John Wiley & Sons Australia,How do teams contribute to organisations?,What can go wrong in t

5、eams? Social loafing Free riders who slack off because responsibility is diffused and others are present to do the work Common problems: Personality conflicts Differences in work styles Task ambiguity Poor readiness to work., John Wiley & Sons Australia,How do teams contribute to organisations?,Syne

6、rgy The creation of a whole that is greater than the sum of its parts A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise., John Wiley & Sons Australia,How do teams contribute to organisations?,Usefulness of tea

7、ms More resources for problem solving Improved creativity and innovation Improved quality of decision making Greater commitments to tasks Higher motivation through collective action Better control and work discipline More individual need satisfaction., John Wiley & Sons Australia,How do teams contri

8、bute to organisations?,Formal groups Teams that are officially recognised and supported by the organisation for specific purposes May appear on the organisation chart A functional team is a formally designated work team with a manager or team leader., John Wiley & Sons Australia,How do teams contrib

9、ute to organisations?,Informal groups Not recognised on organisation charts Not officially created to serve an organisational purpose Emerge as part of the informal structure and from natural or spontaneous relationships among people., John Wiley & Sons Australia,What are the current trends in the u

10、se of teams?,Employee involvement teams Groups of workers who meet on a regular basis outside of their formal assignments Have the goal of applying their expertise and attention to important workplace matters Targeted towards continuous improvement Quality circles represent a common form of employee

11、 involvement teams., John Wiley & Sons Australia,What are the current trends in the use of teams?,International teams Teams that include members from at least two different countries Issues arising from cultural differences can derail international teams. The use of skilled facilitators can maximise

12、 effectiveness of international teams., John Wiley & Sons Australia,What are the current trends in the use of teams?,Self-managing work teams semi-autonomous work teams Teams of workers whose jobs have been redesigned to create a high degree of task interdependence and who have been given authority

13、to make many decisions about howto do the required work Also known as autonomous work groups., John Wiley & Sons Australia,Figure 16.3An open-systems model of work team effectiveness, John Wiley & Sons Australia,How are teams developed?,Stages of team development Forming initial orientation and inte

14、rpersonal testing Storming conflict over tasks and ways of operating as a team Norming consolidation around task and operating agendas Performing teamwork and focused task performance Adjourning task accomplishment and eventual disengagement., John Wiley & Sons Australia,How do teams work?,Cohesiven

15、ess The degree to which members are attracted to a team and motivated to remain part of a team Can be beneficial if paired with positive performance norms., John Wiley & Sons Australia,How do teams work?,Effects of team cohesiveness and norms Positive norms + high cohesiveness high performance and s

16、trong commitments to supportive norms. Positive norms + low cohesiveness moderate performance and weak commitments to supportive norms., John Wiley & Sons Australia,How do teams work?,Effects of team cohesiveness and norms Negative norms + low cohesiveness low-to-moderate performance and weak commit

17、ments to harmful norms. Negative norms + high cohesiveness low performance and strong commitments to harmful norms., John Wiley & Sons Australia,How do teams work?,Guidelines for increasing team cohesion Induce agreement on team goals. Increase membership homogeneity. Increase interaction among memb

18、ers. Decrease team size. Introduce competition with other teams. Reward team rather than individual results. Provide physical isolation from other teams., John Wiley & Sons Australia,Figure 16.5How cohesiveness and norms influence team performance, John Wiley & Sons Australia,How do teams work?,Dist

19、ributed leadership roles Make every member responsible for recognising when task and/or maintenance activities are needed and stepping in to provide them. Leading through task activities focuses on solving problems and accomplishing tasks. Leading through maintenance activities helps strengthen and

20、perpetuate the team as a social entity., John Wiley & Sons Australia,Figure 16.6Distributed leadership helps teams meet task and maintenance needs, John Wiley & Sons Australia,How teams not work?,Dysfunctional activities that detract from team effectiveness Being aggressive Blocking Self-confessing

21、Seeking sympathy Competing Withdrawal Horsing around Seeking recognition., John Wiley & Sons Australia,How do teams make decisions?,Symptoms of groupthink Illusions of group invulnerability Rationalising unpleasant and disconfirming data Belief in inherent group morality Negative stereotypes of comp

22、etitors Pressure to conform Self-censorship Illusions of unanimity Mind guarding., John Wiley & Sons Australia,How do teams make decisions?,Methods for dealing with groupthink Have each group member be a critical evaluator. Dont appear to favour one course of action. Create sub-teams to work on the

23、same problems. Have team members discuss issues with outsiders. Have outside experts observe and provide feedback on team activities. Assign a member to the devils advocate role. Hold a second-chance meeting., John Wiley & Sons Australia,How do teams make decisions?,Creativity in team decision makin

24、g Guidelines for brainstorming: All criticism is ruled out Freewheeling is welcomed Quantity is important Building on one anothers ideas is encouraged., John Wiley & Sons Australia,How do teams make decisions?,Creativity in team decision making Steps in the nominal group technique: Participants work

25、 alone, identifying possible solutions. Ideas are shared in a round-robin fashion without any criticism or discussion. Ideas are discussed and clarified in a round-robin sequence. Members individually and silently follow a written voting procedure. The last two steps are repeated as needed., John Wi

26、ley & Sons Australia,What are the challenges of high-performance team leadership?,Team building A sequence of planned activities used to gather and analyse data on the functioning of a team and to implement constructive changes to increase its operating effectiveness., John Wiley & Sons Australia,Wh

27、at are the challenges of high-performance team leadership?,Steps in a cyclical team-building process: Problem awareness Data gathering Data analysis and diagnosis Action planning Action implementation Evaluation., John Wiley & Sons Australia,What are the challenges of high-performance team leadershi

28、p?,Characteristics of high-performing teams A clear and elevating goal A task-driven, results-oriented structure Competent and committed members who work hard A collaborative climate High standards of excellence External support and recognition Strong and principled shared-leadership., John Wiley &

29、Sons Australia,What are the challenges of high-performance team leadership?,Effective team leaders act to: establish clear vision create change unleash talent., John Wiley & Sons Australia,MCQ,Which statement regarding teams and teamwork is NOT true? A Teams are rich in performance potential. B Team

30、s are complex in the way they work. C Teams are challenging to lead for high-performance results. D Many tasks in organisations are beyond the capabilities of people working alone. E Most workers receive team training.,MCQ,Which of the following statements does NOT accurately describe group process? A Group process includes how well team members communicate, make decisions and handle conflicts. B When group process fails, team effectiveness can suffer. C Since group process is essential to team effectiveness, it g