Chpt 11 Leading Effective Teams
Card Set Information
Chpt 11 Leading Effective Teams
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
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
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
3)Aligned on Purpose
6)focused on task
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?