Reflective essay
Raemon
LeadingTeams.pptxValue of Teams
Valuable in organizations where work is interdependent
For interdependent tasks, a team ensures:
Coordination
Information sharing
Exchange of materials
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Benefits of Teams
Higher productivity
Quality improvements
Greater flexibility and speed
Flatter management structure
Increased employee involvement and satisfaction
Lower turnover
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team
A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.1 – Evolution of Teams and Team Leadership
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Dilemma for Team Members
Have to give up their independence
Have to put up with free riders
Free rider: A team member who attains benefits from team membership but does not actively participate in and contribute to the team’s work; referred to as social loafing
Teams are sometimes dysfunctional
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.2 – Five Common Dysfunctions of Teams
Source: Based on Patrick Lencioni, The Five Dysfunctions of a Team (New York: John Wiley & Sons, 2002)
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements to Lead a Team to High Performance
Compelling purpose, Diversity of skills Streamlined
clear objectives, and and unambiguous team size
explicit metrics roles
Decision authority Support and
over how to coaching
achieve goals
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.3 – Five Stages of Team Development
Sources: Based on the stages of small group development in Bruce W. Tuckman, ‘‘Developmental Sequence in Small Groups,’’ Psychological Bulletin 63 (1965), pp. 384–399; and B. W. Tuckman and M. A. Jensen, ‘‘Stages of Small Group Development Revisited,’’ Group and Organizational Studies 2 (1977), pp. 419–427.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Cohesiveness
The extent to which members are attracted to the team and motivated to remain in it
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Virtual Teams and Global Teams
Virtual team
Team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies
Global team
Team made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.5 – Differences between Conventional, Virtual, and Global Teams
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Conflict
Antagonistic interaction in which one party attempts to thwart the intentions or goals of another
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 10.6 – Balance Conflict with Cooperation
Source: From Richard L. Daft, Management 11th ed. (Mason, OH: Southwestern/Cengage Learning, 2014), p. 615.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Rules for Reaching a Win–Win Solution
Separate the people from the problem
Focus on underlying interests, not current demands
Demands create yes-or-no obstacles to effective negotiation
Underlying interests present problems that can be solved creatively
Listen and ask questions
Insist that results be based on objective standards
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
