14. working in teams
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The document discusses key aspects of working in teams and groups, including characteristics of work teams, approaches to leadership and problem-solving, and effective communication strategies. Some of the main points covered include that work teams are typically small groups of 5-7 people who interact face-to-face to achieve common, interdependent goals. Leadership can be centralized or self-directed, and problem-solving follows stages from defining issues to implementing solutions. Effective communication involves recognizing both group and individual needs, establishing norms, filling all necessary roles, and promoting an optimal level of cohesion and creativity.
14. working in teams
- 1. Working in Teams Chapter 8 • M.Yaseen Adler – 5th Edition
- 2. Layout • Characteristics of work teams • Approaches to working in groups and teams • Problem-solving Communication • Effective Communication in groups and teams
- 3. Characteristics of work teams
- 4. Definition • Small collection of people • Interdependent • Interact with one another • Usually face-to-face • Common goal
- 5. Characteristics • Size – Ideally 5-7 people – If larger: anonymity, lack of commitment, domination – If smaller: Lack of intellectual resources • Interaction – exchange info • Interdependence – e.g. workers in a restaurant • Duration – develop standards over time • Goal directedness – concern with problem solving and decision making
- 6. Approaches to Working in G. & T.
- 7. Centralized Leadership • Trait Approach – common traits necessary for leader’s effectiveness • Physical attractiveness, desire for leadership, intelligence, etc. • Style Approach – Leader must choose style to increase effectiveness • Authoritarian, democratic, laissez-faire – Leadership grid – concern for people, concern for task • Contingency Approach - flexibility – Task oriented vs. relationship oriented – Life-cycle theory
- 8. Self-directed Work Teams • Groups responsible for managing own work • Do not have to go through chain of command • Useful for complex tasks, less value for simple repetitive tasks • Characteristics/personal qualities – Technical or functional expertise – Problem-solving and decision-making skills – Interpersonal skills
- 9. • Types of power of self-directed-team members – Legitimate – Coercive – Reward – Expert – Referent – Information – Connection
- 10. Leadership Emergence • Leader chosen by members • Don’t always have official titles • Selected by method of residue • If you are interested: – Participate early and often – Demonstrate your confidence – Don’t push too hard
- 12. Systematic Problem-solving • Reflective-thinking approach – Define the problem – Analyze the problem – Establish criteria for solution – Consider possible solutions – Decide on a solution – Implement – Follow-up
- 13. Stages in group-problem solving • Orientation phase • Conflict phase • Emergence phase • Reinforcement phase
- 14. Decision-making Methods • Ways: – Consensus – Majority vote – Minority decision – Expert opinion – Authority rule • How to choose: – What type of decision is being made? – How important is the decision? – How much time is available? – What are the personal relationships among members?
- 15. Effective Communication in G. & T. 1. Recognize both group and personal goals 2. Promote desirable norms – Create desirable norms early – Comply with established norms wherever possible 3. Make sure all necessary functional roles are filled
- 16. 5. Promote an optimal level of cohesiveness – Shared or compatible goals – Progress toward goals – Shared norms or values – Minimal feelings of threat among members – Interdependence among members – Competition from outside the group – Shared group experiences 6. Avoid excessive conformity 7. Encourage creativity - brainstorm – Conduct a warm-up session – Generate possible solutions – Eliminate duplicate ideas