MGMT3000 - Ch 14

work team

work team

Teams that make or do things like manufacture, assemble, sell, or provide service

project/development teams

Teams that work on long-term projects, but disband once the work is completed

parallel teams

Teams that operate separately from the regular work structure and are temporary

management teams

Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits

transnational teams

Teams that differ from other work teams by being multicultural and by often being geographically dispersed, being psychologically distant, and working on highly complex projects having considerable impact on company objectives

virtual teams

Teams that are physically dispersed and communicate electronically more than face-to-face

teaming

A strategy of teamwork on the fly, creating many temporary, changing teams

best practices of virtual team leaders

1. have trust through communication technology usage

2. diversity is understood/appreciated

3. manage virtual work cycle and meetings

4. monitor team progress through technology usage

5. enhance external visibility of the team and its members

6. ensure individuals benefit from participating in virtual teams

autonomous work groups

workers are trained to do all/most jobs in a unit, have no immediate supervisor, & make decisions previously made by frontline supervisors

self-designing teams

same responsibilities of autonomous work groups + control over hiring/firing/deciding what tasks members do

working group

is NOT a team. = collection of ppl who work in the same area to do a task but don’t come together as a unit and achieve significant performance improvments

team

is NOT a working group. = ppl w/ complementary skills who trust one another & are committed to a common purpose, performance goals, & approach for which they hold themselves mutually accountable.

forming

group members attempt to lay ground rules for what types of behavior are acceptable

storming

hostilities and conflict arise, & ppl jockey for positions of power and status

norming

group members agree on their share goals, and norms and closer relationships develop

performing

the group channels its energies into performing its tasks

helpful practices for teaming challenges

emphasize teams purpose, build psychological safety, embrace failure, and put conflict to work

3 criteria of team effectiveness

team productivity, member satisfaction, & member commitment

social loafing

working less & being less productive when in a group

social facilitation effect

working harder when in a group than when working alone

norms

shared beliefs about how people should think & behave

roles

different sets of expectations for how different individuals should behave - includes task specialist & team maintenance roles

cohesiveness

how attractive the team is to its members, how motivated members are to stay in the team, & the extent to which team members influence each other. basically how tightly knit the team is

workflow relationships

emerge as materials are passed from 1 group to another

service relationships

exist when top management centralizes an activity to which a large number of other units must gain access

advisory relationships

created when teams with problems call on centralized sources of expert knowledge

audit relationships

develop when ppl not directly in the chain of command evaluate the methods and performances of other teams

stabilization relationships

involve auditing before the fact

liaison relationships

involve intermediaries between teams

conflict

• can be healthy or unhealthy

• can be productive & foster creativity

• destructive conflict can result from ambiguities, competition, and different perspectives

avoidance

A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement

accomodation

A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests

compromise

A style of dealing with conflict involving moderate attention to both parties’ concerns

competing

A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals

collaboration

A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction

superordinate goals

higher-level organizational goals toward which everyone should be striving and that ultimately need to take precedence over personal or unit preferences

mediator

a 3rd party who intervenes to help others manage their conflict

4 stage model of dispute resolution

investigate, review findings, apply solutions, and follow up