tailieunhanh - Lecture Management: Leading and collaborating in a competitive world (10/e) – Chapter 14

Chapter 14 - Teamwork. Upon completion of this lesson, the successful participant will be able to: Discuss how teams can contribute to an organization’s effectiveness, distinguish the new team environment from that of traditional work groups, summarize how groups become teams,. | Teamwork Chapter Fourteen McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO 1 Discuss how teams can contribute to an organization’s effectiveness. LO 2 Distinguish the new team environment from that of traditional work groups. LO 3 Summarize how groups become teams. LO 4 Explain why groups sometimes fail. LO 5 Describe how to build an effective team. LO 6 List methods for managing a team’s relationships with other teams. LO 7 Identify ways to manage conflict. 14- The New Team Environment Team A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. 14- Types of Teams Parallel teams Teams that operate separately from the regular work structure, and exist temporarily. 14- Types of Teams Transnational teams Work groups composed of multinational members whose activities span multiple countries. Virtual teams Teams that are physically dispersed and communicate electronically more than face-to-face. 14- Self-Managed Teams Autonomous work groups Or self-managed teams are groups that control decisions about and execution of a complete range of tasks. They are fully responsible for an entire product or entire part of a production process. 14- Self-Managed Teams Self-designing teams Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform. 14- Stepping up to Team Leadership 14- Figure Motivating Teamwork Social loafing Working less hard and being less productive when in a group. 14- Norms and Roles Norms Shared beliefs about how people should think and behave. Roles Different sets of expectations for how different individuals should behave. 14- Roles Task specialist An individual who has more advanced job-related skills and abilities than other group members possess. Team maintenance specialist Individual who develops and maintains team harmony. 14- Cohesiveness, Performance Norms, and Group Performance 14- Figure Managing Outward Gatekeeper A team member who keeps abreast of current developments and provides the team with relevant information. 14- Conflict Styles Avoidance A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement. Accommodation A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests. 14- Conflict Management Strategies 14- Figure | Teamwork Chapter Fourteen McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO 1 Discuss how teams can contribute to an organization’s effectiveness. LO 2 Distinguish the new team environment from that of traditional work groups. LO 3 Summarize how groups become teams. LO 4 Explain why groups sometimes fail. LO 5 Describe how to build an effective team. LO 6 List methods for managing a team’s relationships with other teams. LO 7 Identify ways to manage conflict. 14- The New Team Environment Team A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. 14- Types of Teams Parallel teams Teams that operate separately from the regular work structure, and exist temporarily. 14- Types of Teams Transnational teams Work groups composed of multinational members whose activities span multiple .