MGT3102 Week 3 Project

Teams and Relationships

As a leader in business, you will more than likely have the opportunity to work with teams. Team-based

environments are common in organizations today. In today's global environment, virtual or distributed

teams are frequently used to bridge personnel from different cultures, geographies, and time zones.

Teams are most successful when led by those familiar with and competent at leading teams.

Let’s take a look at key questions to answer when designing a team.

Team Design

1. Task Analysis – answers the questions:

a. What work needs to be done?

b. How much authority does the team have to do its own work?

c. What is the degree of interdependence between team members?

d. Are team members’ interests competitive or collaborative?

2. People – answers the questions:

a. How many people should be on the team?

b. Who is best suited to do the work?

c. What technical and social skills are required?

d. What type of diversity is optimal for the team?

3. Processes/Procedures – answers these questions:

a. What are the explicit norms/rule for the group?

b. How much structure is given to the group?

c. What are the implicit norms that the group requires for optimal performance?

d. How will ineffective norms be revised?

Some argue that not group called a team is actually a team. Rather, it is a group of people until they are

fully functioning and working cohesively toward a common goal. In order to get to that point, teams

typically go through what has been described as a �ve-or six-stage process. Consistent with everything that we have been learning in this class, the role of a leader is to create strong relationships with the

team members so that together, as a team, they can achieve their individual and organizational goals.

To achieve this, the leader can follow these ten guiding principles.

References:

Coffman, C. & Gonzalez-Molina, G. (2002). Follow this path: How the world's greatest organizations

drive growth by unleashing human potential. New York, NY: Warner Books.

Daft, R. L. (2011). The leadership experience (5th ed.). Mason, OH:

Cengage Learning.

Herzberg, F. (1974). Motivation-hygiene pro�les. Organizational Dynamics, 3(2), 18–29.

Krueger, J. & Kellham, E. (2005). At work feeling good matters; happy employees are better equipped

to handle workplace relationships, stress and change according to the latest GMJ survey [Electronic

version]. Gallup Management Journal. Retrieved from

http://www.gallup.com/

Maslow, A. (1970). Motivation and personality (2nd ed.). Boston, MA:

Harper & Row.

McClelland, D. C. (1962). Business drive and national achievement.

Harvard Business Review, 40(4), 99–112.

Osborne, D., & Plastrik, P. (2000). The reinventor's �eld book: Tools for transforming your government.

New York: Jossey-Bass.

Additional Materials

View a Pdf Transcript of Team Development (media/week3/SU_MGT3102_W3_L3_G2.pdf?

_&d2lSessionVal=f9mSJzHL3wOXxT05klfOe1RJ9&ou=87397)

View a Pdf Transcript of 10 guiding principles of building relationships

(media/week3/SU_MGT3102_W3_L3_G3.pdf? _&d2lSessionVal=f9mSJzHL3wOXxT05klfOe1RJ9&ou=87397)



