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Teamwork CHAPTER 21 0
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Learning Objectives  (contd.) ,[object Object],[object Object],[object Object],0
What is a Team? ,[object Object],[object Object],[object Object],0
Differences Between  Groups and Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Groups Teams 0
Work Team Effectiveness Model Exhibit 21.2 0
Formal Teams Vertical -   composed of a manager and subordinates, sometimes called functional or command teams . Horizontal   -   composed of employees from the same hierarchical level but from different areas of expertise. Special-Purpose -   created outside the formal organization for special projects and disband once project is completed. 0
Self-Directed Team Elements ,[object Object],[object Object],[object Object],Typically permanent teams 0
Teams in the New Workplace ,[object Object],[object Object],[object Object],[object Object],0
Challenges of Virtual Teams ,[object Object],[object Object],[object Object],[object Object],0
Characteristics of Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],Teams of 5-12 seem to work best 0
Characteristics of Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Size   -  Diversity   -  Member  Roles 0
Characteristics of Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Spend time and energy helping the team reach its goal 0
Team Member Roles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],High High Low Low Member Social Behavior Member Task Behavior Exhibit 21.4 0
Stages of Team Development Exhibit 21.5 0
Team Cohesiveness ,[object Object],[object Object],[object Object],[object Object],High cohesiveness is attractive feature of team 0
Determinants of Team Cohesiveness ,[object Object],[object Object],[object Object],[object Object],Team structure and context influence cohesiveness 0
Determinants of Team Cohesiveness ,[object Object],[object Object],[object Object],Team structure and context influence cohesiveness 0
Consequences of Team Cohesiveness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],High morale – mixed team performance 0
Team Norms ,[object Object],[object Object],[object Object],0
Development of Team Norms Carryover from other experiences Explicit statements from leaders or members Critical events in team’s history Primacy: first behavior precedents Team Norms Exhibit 21.7 0
Conflict ,[object Object],[object Object],[object Object],[object Object],Most important team characteristic 0
Balancing Conflict and Cooperation ,[object Object],[object Object],[object Object],0
Causes of Team Conflict ,[object Object],[object Object],[object Object],[object Object],0
Model of Styles to Handle Conflict Competing Collaborating Avoiding Accommodating Compromising Assertive Unassertive Uncooperative Cooperative Assertiveness (Attempting to Satisfy one’s own concerns) Cooperativeness (Attempting to satisfy the other party’s concerns) Source: Adapted from Kenneth Thomas, “Conflict and Conflict Management,” in Handbook of Industrial and Organizational Behavior, ed. M. D. Dunnette (New York: John Wiley, 1976), 900. Exhibit 21.9 0
Balancing Conflict and Cooperation ,[object Object],[object Object],[object Object],0
Rules for Reaching a Win-Win Solution ,[object Object],[object Object],[object Object],[object Object],0

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Teamwork

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  • 6. Work Team Effectiveness Model Exhibit 21.2 0
  • 7. Formal Teams Vertical - composed of a manager and subordinates, sometimes called functional or command teams . Horizontal - composed of employees from the same hierarchical level but from different areas of expertise. Special-Purpose - created outside the formal organization for special projects and disband once project is completed. 0
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  • 15. Stages of Team Development Exhibit 21.5 0
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  • 21. Development of Team Norms Carryover from other experiences Explicit statements from leaders or members Critical events in team’s history Primacy: first behavior precedents Team Norms Exhibit 21.7 0
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  • 25. Model of Styles to Handle Conflict Competing Collaborating Avoiding Accommodating Compromising Assertive Unassertive Uncooperative Cooperative Assertiveness (Attempting to Satisfy one’s own concerns) Cooperativeness (Attempting to satisfy the other party’s concerns) Source: Adapted from Kenneth Thomas, “Conflict and Conflict Management,” in Handbook of Industrial and Organizational Behavior, ed. M. D. Dunnette (New York: John Wiley, 1976), 900. Exhibit 21.9 0
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