Chpt 11 Leading Effective Teams
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. What would you like to do?
- a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
- -common commitment
created to broaden the information base for managerial decisions
responsible for performing day-to-day operations
require creative problem solving, often involving the application of specialized knowledge. time is critical
High specialization is combined with high coordination. best exemplified by a baseball team
defined as team members’ satisfaction and continued willingness to contribute.
- Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective. The greater the integration, the greater the degree of cooperation.
- 1.Cooperation is superior to competition in promoting achievement and productivity.
- 2.Cooperation is superior to individualistic efforts in promoting achievement and productivity.
- 3.Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition
Reciprocal faith in others’ intentions and behavior
Propensity to Trust
A personality trait involving one’s general willingness to trust others.
How to Build Trust (6)
- (TRUST IS ANCHORED TO CREDIBILITY)
- a process whereby “a sense of ‘we-ness’ emerges to transcend individual differences and motives
- -Cohesive group members stick together for one or both of the following reasons: 1.they enjoy each others’ company2.they need each other to accomplish a common goal.
a sense of togetherness that develops when individuals derive emotional satisfaction from group participation.
a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group’s goal by acting separately
Group Cohesiveness Research
- There is a small but statistically significant cohesiveness→performance effect.
- The cohesiveness→performance effect was stronger for smaller and real groups
- The cohesiveness→performance effect becomes stronger as one moves from nonmilitary real groups to military groups to sports teams.
physically dispersed task group that conducts its business primarily through modern information technology
- Groups of employees granted administrative oversight for their work.
- Accountability is maintained indirectly by outside managers and leaders
Self-Managed Teams Influence Tactics (4)
Are Self-Managed Teams Effective?
- Self-managed teams had:
- A positive effect on productivity.
- A positive effect on specific attitudes relating to self-management
- No significant effect on general attitudes
- No significant effect on absenteeism or turnover
Experiential learning aimed at better internal functioning of groups.
Attributes of High-Performance Teams
- 1)participative leadership
- 2)Shared Responsibility
- 3)Aligned on Purpose
- 4)High communication
- 5)Future focused
- 6)focused on task
- 7)creative talents
- 8)rapid response
How did the participants feel about the activity?
Did the experience increase knowledge or improve skills?
Did participants’ on-the-job behavior improve as a result of the activity?
Did participants subsequently achieve better measurable results?
What would you like to do?
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