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Lecture Management (2nd edition) – Chapter 12: Managing team performance

This chapter’s objectives are to: Describe why managers form working groups to achieve results, explain the characteristics of teams, explain team dynamics and its relationship to performance, compare and contrast productive and unhealthy conflict as it relates to organizational results, develop a strategic plan to increase team performance. | Chapter 12 Managing Team Performance Describe why managers form working groups to achieve results Explain the characteristics of teams Explain team dynamics and its relationship to performance Compare and contrast productive and unhealthy conflict as it relates to organizational results Develop a strategic plan to increase team performance Learning Objectives Team Purposeful group formed to accomplish a project, task, or goal Help solve cross-disciplinary problems, traverse cultural boundaries, and drive initiatives Social loafing – members of a team contribute less effort than they would if they were individually responsible Teams can work as long as there is a reason for them to exist in the first place How Teams Make a Difference (p. 302) Power of teams (p. 303) If managed the right way, teams can be effective in attaining goals Formal team – working group formed by an organization’s management to achieve specific, agreed-upon strategies, plans, and outcomes Informal team – working | Chapter 12 Managing Team Performance Describe why managers form working groups to achieve results Explain the characteristics of teams Explain team dynamics and its relationship to performance Compare and contrast productive and unhealthy conflict as it relates to organizational results Develop a strategic plan to increase team performance Learning Objectives Team Purposeful group formed to accomplish a project, task, or goal Help solve cross-disciplinary problems, traverse cultural boundaries, and drive initiatives Social loafing – members of a team contribute less effort than they would if they were individually responsible Teams can work as long as there is a reason for them to exist in the first place How Teams Make a Difference (p. 302) Power of teams (p. 303) If managed the right way, teams can be effective in attaining goals Formal team – working group formed by an organization’s management to achieve specific, agreed-upon strategies, plans, and outcomes Informal team – working group, generally not intended to be permanent, formed by team members to accomplish self-defined tasks and objectives May operate outside the constraints of the working environment How Teams Make a Difference (cont.) Different types of teams Functional team – formal, longstanding working group organized around specific tasks, processes, or roles Also known as vertical or command teams Cross-functional team – formal, longstanding working group with representation from diverse divisions, departments, and levels of authority Members represent a wide set of skills, roles, and perspectives Team Characteristics (p. 304) Team Characteristics (cont.) Figure 12.1 Different types of teams (cont.) Management team – functional or cross-functional working group of managers formed to plan, organize, lead, and control organizational performance (p. 305) Self-directed team – operates without hierarchical management supervision Defined by specific outcomes and timetables Problem-solving team – working