Building and Leading Teams
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Transcript of Building and Leading Teams
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Building and Building and
Leading TeamsLeading Teams
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"Coming together is a beginning. Keeping together is progress.Working together is success."
Henry Ford
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""Individual commitment to a group Individual commitment to a group effort-that is what makes a team effort-that is what makes a team work, a company work, a society work, a company work, a society
work, a civilization work." work, a civilization work."
Vince Vince Lombardi Lombardi
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http://www.youtube.com/watch?v=vyd-JMkfjoMJMkfjoM
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TeamTeam
A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose
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ResponsiblResponsible e
Active Active ParticipanParticipan
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Mission Mission OrientedOriented
ReliableReliable
Actively Actively ListensListens
CompetentCompetent
RespectfulRespectful
CommunicativCommunicativee
FlexibleFlexible
UnselfishUnselfish
Top 10 QualitiesTop 10 Qualities
Team Team PlayerPlayer
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ExEx. . 10.110.1 Differences Between Groups Differences Between Groups and Teamsand Teams
Group• Has a designated, strong
leader• Individual accountability• Identical purpose for group
and organization• Performance goals set by
others• Works within organizational
boundaries• Individual work products• Organized meetings;
delegation
Team• Shares or rotates leadership
roles• Mutual/ind. accountability• Specific team vision or
purpose• Performance goals set by
team• Not inhibited by organizational
boundaries• Collective work products• Mutual feedback, open-ended
discussion, active problem-solving
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ExEx. . 10.210.2 Stages of Team Development Stages of Team Development
Forming:Orientation, break the ice
Leader: Facilitate social interchanges
Storming:Conflict, disagreement
Leader: Encourage participation, surface differences
Norming:Establishment of order and cohesion
Leader: help clarify team roles, norms, values
Performing:Cooperation, problem solving
Leader: Facilitate task accomplishment
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ExEx. . 10.310.3 Evolution of Teams and Team Evolution of Teams and Team LeadershipLeadership
Functional Team
•Grouping individuals by activity•Leader centered•Vertical or command team
Cross-Functional Team
•Coordinates across organization boundaries for change projects•Leader gives up some power•Special purpose team, problem-solving team
Self-Directed Team
•Autonomous, defines own boundaries•Member-centered•Self-managed team
Need for traditional leadership Need for team leadership
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Characteristic of Fully Characteristic of Fully Functioning TeamsFunctioning Teams
• Effective Leadership• Clear Vision/Mission/Strategies• Informal/team atmosphere • Continuous Discussion• Active listening• Trust and Openness• Shared Values/norms• Commitment• Disagreement/Criticism in a positive process• Consensus is the norm (Exercise 22-1 p 426) & (Page 425)
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SizeSize
• Smaller teams are more productive
• Must be large enough for diverse skills
• Allow members to feel like they are an intimate part of a community
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DiversityDiversity
• Heterogeneous teams more effective
• Is a source of creativity
• Contributes to healthy conflict
• May prevent groupthink
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InterdependenceInterdependence
Interdependence– The extent to which team members depend on each
other for information, resources, or ideas to accomplish their tasks
Pooled Interdependence– The lowest form of team interdependence; members
are relatively independent of one another in completing their work
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Interdependence Interdependence (contd.)(contd.)
Sequential Interdependence– Serial form of interdependence in which the output of
one team member becomes the input to another team member
Reciprocal Interdependence– Highest form of interdependence; members influence
and affect one another in reciprocal fashion
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Leading Effective TeamsLeading Effective Teams
Team effectiveness: the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction
Team cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal
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ExEx. . 10.410.4 Two Types of Team Two Types of Team Leadership RolesLeadership Roles
Task-Specialist Behavior Socio-Emotional Behavior
Propose solutions and initiate new ideas
Encourage contributions by others; draw out others’ ideas by showing warmth and acceptance
Evaluate effectiveness of task solutions; offer feedback on others’ suggestions
Smooth over conflicts between members; reduce tension and help resolve differences
Seek information to clarify tasks, responsibilities, and suggestions
Be friendly and supportive of others; show concern for members’ needs and feelings
Summarize ideas and facts related to the problem at hand
Maintain standards of behavior and remind others of agreed-upon norms and standards for interaction
Energize others and stimulate the team to action
Seek to identify problems with team interactions or dysfunctional member behavior; ask for others’ perceptions
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Determinants of CohesivenessDeterminants of Cohesiveness
• Interaction – the amount of contact between team members
• Shared mission and goals – agreement among team members leads to cohesion
• Personal attraction – team members enjoy being together
• Team success – favorable evaluation of the team’s work by outsiders
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Consequences of Team Consequences of Team CohesivenessCohesiveness
• High morale
• Increased performance
• Creates social facilitation
• Avoids Group Think
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Virtual TeamVirtual Team
A team made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies
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Global TeamsGlobal Teams
Teams made up of culturally diverse members who live and work in different countries and coordinate some part of their activities on a global basis
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ExEx. . 10.510.5 Differences Between Differences Between Conventional, Virtual, and Global Conventional, Virtual, and Global
TeamsTeams
Type of Team Spatial Distance
Communications Member Cultures
Leader Challenge
Conventional Colocated Face to face Same High
Virtual Scattered Mediated Same Higher
Global Widely scattered
Mediated Different Very high
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ExEx. . 10.610.6 A Model of Styles to Handle A Model of Styles to Handle ConflictConflict
Assertiveness(Attempting to
satisfy one’s own concerns)
Cooperativeness
(Attempting to satisfy the other party’s
concerns)
Assertive
Unassertive
Uncooperative Cooperative
Avoiding Accommodating
Compromising
Competing Collaborating
.
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