Review of Last Session
Team & Leadership Behavior
Objectives
Fundamentals of Groups (Definition &
Classification)
Types of Teams and Leadership skills
required
Functional Teams
Problem Solving Teams
Self-Managed Teams
Cross Functional Teams
Virtual Teams
Stages of Team Development
Creating Effective Teams
Introduction
The Center for the Study of Work Teams
says that 80% of Fortune 500 companies
now have half of their employees on
teams.
Introduction
The evidence suggests that teams typically out perform
individuals when the tasks being done require:
Multiple skills
Judgment
Experience
Management has found that teams are:
More flexible & responsive to changing events than
traditional departments
Have the capability to quickly assemble, deploy, refocus
& disband
Teams are an effective means for management to
increase employee motivation
Fundamentals of Groups
Definition
A group is defined as two or more
individuals, interacting &
interdependent, who come together
to achieve particular objectives.
Fundamentals of Groups
Classification
Groups can either be formal or informal.
Formal groups refers to groups defined
by the organizational structure, with set
work assignments.
assignments
Informal groups are alliances that are
neither structured nor organizationally
determined.
determined
Fundamentals of Groups
Effective Groups
An effective group has the following basic
characteristics. It’s members:
Know why the group exists & have shared goals
Support agreed upon guidelines or procedures for
making decisions
Communicate freely among themselves
Receive help from one another and give help to one
another
Deal with conflict within the group
Diagnose individual & group processes & improve
their own & the groups functioning.
Groupthink
Groupthink is a mode of thinking that people engage in when they are
deeply involved in a cohesive group, when the members' desire for
unanimity overrides their personal motivation to realistically appraise
alternative courses of action.
Group Polarization
The situation in which a group endorses a riskier
position than would its individual members is
called the "risky shift."
The situation in which groups have chosen a
more cautious action than individuals is called
the "cautious shift."
Teams vs. Groups
A work group has no need or opportunity to engage in
collective work that requires joint effort. Their
performance is merely the sum of all the group members’
individual contribution. There is no positive synergy that
creates an overall level of performance that is greater
than the sum of inputs.
Teams do generate this positive synergy which
management is seeking to increase productivity. In other
words, the performance level of the team is higher than
the sum or the individual effort of all its members.
Teams vs. Groups
Work Groups Work Teams
Goal
Share information Collective performance
Synerg
Neutral (sometimes negative) Positive
y
Accountability
Individual Individual & mutual
Skills
Random & varied Complementary
Teams
Definition
A team is a small number of employees
with complementary (abilities, skills &
knowledge) who are committed to
common performance goals & working
relationships for which they hold
themselves mutually accountable.
When a team is formed, its members must have
(or quickly develop) the right mix of
competencies to achieve the teams goals.
Self-Managed Teams
Self-managed
teams normally consist of employees who
must work together effectively daily to
manufacture an entire product (or main
component) or provide an entire service
Self-Managed Teams
Self-managed teams are often empowered to
perform a variety of managerial tasks, like:
Scheduling work & vacations by members
Rotating tasks & assignments among members
Ordering materials
Deciding on team leadership (rotational among
members)
Setting key team goals
Budgeting
Hiring team members
Evaluating one another’s performance
Self-Managed team leader needs following qualities
in core of leadership
Encourages self-
reinforcement
Encourages self-
observation/evaluatio
n
Encourages self-
expectations
Encourages self-goal-
setting
Encourages rehearsal
Encourages self-
criticism
Cross-Functional Teams
Cross functional teams bring together
people from various work areas to identify
& solve mutual problems. Teams are made
up from about the same hierarchical level
but from different work areas (department)
who come together to accomplish a task
(complex tasks or project)
Cross-Functional Teams
Cross functional teams are used to allow
people from diverse areas within an
organization (or between organizations) to
exchange information, develop new ideas,
solve problems, and coordinate complex
projects.
One problem with cross functional teams is
that the early stages of development are
time consuming due to diversity and
complexity (different departments)
Virtual Teams
A Virtual team is a group of individuals who
collaborate through various information
technologies on one or more projects while
being at two or more locations.
Unlike person-to-person meetings, virtual
teams operate mainly across distance (any
place), across time (any time) & organizational
boundaries (members from two or more
organizations).
Virtual team leader needs following qualities in core of
leadership
Communicating effectively and using
technology that fits the situation
Building community, based on mutual
trust, respect, fairness and affiliation,
among project team members
Establishing clear and inspiring shared
goals, expectations, purpose and vision
Leading by example with a focus on
visible, measurable results
Coordinating/collaborating across
organizational boundaries
Stages of Team Development
Prestage Stage I Stage II
Forming Storming
Stage III Stage IV Stage V
Norming Performing Adjourning
Effective Team Building
Strategy
(S)
Effective leadership
(E) Clear roles and
Responsibilities
(C)
Team work
Rapid response Open communication
(R) (O)
Creating Effective Teams
Composition
•Ability Context
•Personality •Adequate resources
•Roles & diversity •Leadership
•Size •Performance evaluation
•Cohesiveness & rewards
•Flexibility
•Teamwork Preference Process
•Common purpose
Work Design •Specific goals
•Autonomy •Team efficacy
•Skill variety •Conflict
•Task identity
Team
•Social loafing
•Task significance Effectiveness
Creating Effective Teams
Composition
Group Size - effect on behavior of group
depends upon the type of outcome
large groups - good for getting diverse input
small groups - good at making use of
information
dispersion of responsibility in large groups
leads to free rider tendency
Creating Effective Teams
Composition
Group Cohesiveness - degree to
which members are attracted to a
group and share the group’s goals
relationship between cohesiveness and
group effectiveness depends upon the
alignment of group and organizational
goals
Thank You
