Chpt 11 Leading Effective Teams

• a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
• -common commitment

created to broaden the information base for managerial decisions

responsible for performing day-to-day operations

require creative problem solving, often involving the application of specialized knowledge. time is critical

High specialization is combined with high coordination. best exemplified by a baseball team

defined as team members’ satisfaction and continued willingness to contribute.

• Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective. The greater the integration, the greater the degree of cooperation.
• 1.Cooperation is superior to competition in promoting achievement and productivity.
• 2.Cooperation is superior to individualistic efforts in promoting achievement and productivity.
• 3.Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition

Reciprocal faith in others’ intentions and behavior

A personality trait involving one’s general willingness to trust others.

• 1)Communication
• 2)Support
• 3)Respect
• 4)Fairness
• 5)Predictability
• 6)Competence
• (TRUST IS ANCHORED TO CREDIBILITY)

• a process whereby “a sense of ‘we-ness’ emerges to transcend individual differences and motives
• -Cohesive group members stick together for one or both of the following reasons: 1.they enjoy each others’ company2.they need each other to accomplish a common goal.

 a sense of togetherness that develops when individuals derive emotional satisfaction from group participation.

 a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group’s goal by acting separately

• There is a small but statistically significant cohesiveness→performance effect.
• The cohesiveness→performance effect was stronger for smaller and real groups
• The cohesiveness→performance effect becomes stronger as one moves from nonmilitary real groups to military groups to sports teams.

physically dispersed task group that conducts its business primarily through modern information technology

• Groups of employees granted administrative oversight for their work.
• Accountability is maintained indirectly by outside managers and leaders

• 1)Relating
• 2)Scouting
• 3)Persuading
• 4)Empowering

• Self-managed teams had:
• A positive effect on productivity.
• A positive effect on specific attitudes relating to self-management
• No significant effect on general attitudes
• No significant effect on absenteeism or turnover

Experiential learning aimed at better internal functioning of groups.

• 1)participative leadership
• 2)Shared Responsibility
• 3)Aligned on Purpose
• 4)High communication
• 5)Future focused
• 6)focused on task
• 7)creative talents
• 8)rapid response

How did the participants feel about the activity?

Did the experience increase knowledge or improve skills?

Did participants’ on-the-job behavior improve as a result of the activity?

Did participants subsequently achieve better measurable results?