Chapter 11 Developing and Learning Effective Teams
I. How does a work group become a team
a. Leadership becomes a shared activity.
b. Accountability shifts from strictly individual to both individual and collective
c. Group develops its own purpose or mission
d. Problems solving becomes a way of life not a part time activity
e. The group’s collective outcomes and products measure effectiveness.
II. Identify four types of work teams and describe
a. Advice
i. Committees, review panels, boards, quality circles, employee involvement groups, and advisory groups. ii. Require low degree of technical specializing and low degree of coordination with others. iii. Work cycles can be brief or long; one cycle can be team life span. iv. The outputs include: decisions, selections, suggestions, proposals and recommendations.
b. Production
i. Assembly teams, manufacturing crews, mining teams, flight attendant crews, data processing groups, maintenance crews. ii. Low degree of technical specialization and high degree of coordination with others. iii. Work cycle repeated or continuous process cycles briefer than team life span typically. iv. Typical outputs include: food, chemicals, components, assemblies, retail sales customer services, and equipment repairs.
c. Project
i. Research groups, planning teams, architect teams, engineering team, development teams, and task force. ii. High degree of technical specialization and low degree of coordination with other for tradition units and high degree for cross-functional units. iii. Work cycles differ for each new project. Once cycle can be team life span. iv. Typical out puts include: plans, designs, investigations, presentations, prototypes, reports and findings.
d. Action
i. Sports teams, entrainment groups, expeditions, negotiating teams, surgery teams, cockpit crews, military platoons, and squads, police and fire teams. ii. High degree of technical specialization as well as high degree of coordination with others. iii. Work cycles are brief performance events often repeated with new condition requirements, and extended training or preparations. iv. Typical outputs include: combat missions, expeditions, contracts, lawsuit’s, concerts, surgical operations, competitive events, disaster assistance.
III. Effective work teams and two criteria’s of team effectiveness
a. Team viability is the team members satisfaction and continued willingness to get the job done.
b. Work teams require a team –friendly organization to be effective.
i. Individuals with teamwork competencies ii. Effective teamwork
c. Teams purpose must be aligned with organizational strategy to be effective.
d. Two main criteria for effectiveness
i. Performance
1. Team achieves intended results ii. Viability
1. Members satisfied with team experience
2. Members willing to continue contributing to team effort. iii. Teams must be provided with proper technical tools, training and schedules. iv. Also teamwork needs to be rewarded by organizational reward systems.
IV. Five teamwork competencies team members need
a. Orients team to problem-solving situations
i. Assists teams in arriving at a common understanding, determines important elements of problem situations. ii. Seeks out relevant data related to the situation or problem.
b. Organizes and manages team performance
i. Helps team establish goals, challenges. ii. Monitors, evaluates and provides team performance feedback. iii. Identifies alternative strategies, and reallocates resources to address feedback.
c. Promotes positive team environment
i. Assists in crating and reinforcing norms of tolerance, respect and excellence. ii. Recognizes and praises other team members efforts. iii. Helps and supports other team members. iv. Models desirable team member behavior.
d. Facilitates and manages task conflict
i. Encourages desirable discourages undesirable team conflict. ii. Recognizes the types and source of conflict confronting the team. Employee’s win-win situation.
e. Appropriately