FOUNDATIONS OF TEAM DYNAMICS
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This document discusses teams and groups in organizations. It defines teams as groups of two or more people who work together to achieve common goals and see themselves as an entity within the organization. There are many types of formal teams in organizations, including departmental teams, production teams, and virtual teams. Groups are defined as having two or more people with a unifying relationship, and informal groups exist primarily for the benefit of members but do not have formal goals. Team effectiveness is measured by achieving goals, satisfying member needs, and maintaining the team over time. Key factors that influence teams include task characteristics, team size and composition, and interdependence between members.
FOUNDATIONS OF TEAM DYNAMICS
- 1. FOUNDATIONS OF TEEXPALAMININ GD TEYAMNS ANAD MGROIUCPSS FURTHER
- 2. TEAMS GROUP OF TWO OR MORE PEOPLE WHO INTERACT AND INFLUENCE EACH OTHER, ARE MUTUALLY ACCOUNTABLE FOR ACHIEVING COMMON GOALS ASSOCIATED WITH ORGANIZATIONAL OBJECTIVES, AND PERCEIVE THEMSELVES AS A SOCIAL ENTITY WITHIN AN ORGANIZATION.
- 3. SEVERAL TYPES OF FORMAL TEAMS IN ORGANIZATION DEPARTMENTA L TEAMS PRODUCTION/ SERVICE/ LEADERSHIP TEAMS SELF-DIRECTED WORK TEAMS ADVISORY TEAMS TASK FORCE (PROJECT) TEAMS SKUNKWORK S VIRTUAL TEAMS COMMUNITIES OF PRACTICE
- 4. GROUPS TWO OR MORE PEOPLE WITH A UNIFYING RELATIONSHIP
- 5. INFORMAL GROUPS NOT INITIATED AND USUALLY DO NOT PERFORM GOALS BUT EXIST PRIMARILY FOR THE BENEFIT OF THEIR MEMBERS
- 6. WHY PEOPLE BELONG TO INFORMAL GROUPS 1. HUMAN BEINGS ARE SOCIAL ANIMALS 2. INDIVIDUALS DEFINE THEMSELVES BY THEIR GROUP AFFILIATIONS 3. TO ACCOMPLISH TASKS THAT CANNOT BE ACHIEVED BY INDIVIDUALS WORKING ALONE
- 7. TEAM EFFECTIVENESS THE EXTENT TO WHICH A TEAM ACHIEVES ITS OBJECTIVES OF ITS MEMBERS, AND SUSTAINS ITSELF OVER TIME.
- 8. TEAM EFFECTIVENESS 1. ACHIEVE ORGANIZATIONAL GOALS 2. SATISFY MEMBER NEEDS 3. MAINTAIN TEAM SURVIVAL
- 9. WHY PEOPLE BELONG TO INFORMAL GROUPS REWARD SYSTEMS COMMUNICATIO N SYSTEMS PHYSICAL SPACE ORGANIZATION AL ENVIRONMENT ORGANIZATION AL STRUCTURE ORGANIZATION AL LEADERSHIP
- 10. TEAM DESIGN FEATURES TASK CHARACTERISTICS TEAM SIZE TEAM COMPOSITION
- 11. TASK INTERDEPENDENCE THE EXTENT TO WHICH TEAM MEMBERS MUST SHARE COMMON INPUTS TO THEIR INDIVIDUAL TASKS, NEED TO INTERACT IN THE PROCESS OF EXECUTING THEIR WORK, OR RECEIVE OUTCOMES THAT ARE PARTLY DETERMINED BY THE PERFORMMANCE OF OTHERS.
- 12. TEAM DIVERSITY HOMOGENEOUS TEAMS INCLUDE COMMON TECHNICAL EXPERTISE, DEMOGRAPHICS, ETHNICITY, EXPERIENCES, OR VALUES. HETEROGENEOUS TEAMS INCLUDE MEMBERS WITH DIVERSE PERSONAL CHARACTERISTICS AND BACKGROUNDS FORMS OF DIVERSITY: DEEP-LEVEL DIVERSITY SURFACE-LEVEL DIVERSITY
- 13. TEAM PROCESSES TEAM DEVELOPMEN T TEAM NORMS TEAM ROLES TEAM COHESIVENE SS
- 14. WHY PEOPLE BELONG TO INFORMAL GROUPS FORMING STORMING NORMING PERFORMIN G ADJOURNIN G
- 15. NORMS THE INFORMAL RULES AND SHARED EXPECTATIONS THAT GROUPS ESTABLISH TO REGULATE THE BEHAVIOR OF THEIR MEMBERS
- 16. ROLE SET OF BEHAVIORS THAT PEOPLE ARE EXPECTED TO PERFORM BECAUSE THEY HOLD CERTAIN POSITIONS IN A TEAM AND ORGANIZATION
- 17. BELBIN’S TEAM ROLES PLANT RESOURCE INVESTIGATOR COORDINATOR SHAPER MONITOR/ EVALUATOR TEAM WORKER IMPLEMENTER COMPLETER/ FINISHER SPECIALIST
- 18. TEAM COHESIVENESS THE DEGREE OF ATTRACTION PEOPLE FEEL TOWARD THE TEAM AND THEIR MOTIVATION TO REMAIN MEMBERS
- 19. SEVERAL TYPES OF FORMAL TEAMS IN ORGANIZATION MEMBER SIMILARITY TEAM SIZE MEMBER INTERACTION SOMEWHAT DIFFICULT ENTRY TEAM SUCCESS EXTERNAL COMPETITION AND CHALLENGES VIRTUAL TEAMS
- 20. THE TROUBLE WITH TEAMS PROCESS LOSSES SOCIAL LOAFING RESOURCES INCLUDING TIME AND ENERGY EXPENDED TOWARD TEAM DEVELOPMENT AND MAINTENANCE RATHER THAT THE TASK A SITUATION IN WHICH PEOPLE EXERT LESS EFFORT WHEN WORKING IN GROUPS THAN WHEN WORKING ALONE
- 21. HOW TO MINIMIZE SOCIAL LOAFING: FORM SMALLER TEAMS SPECIALIZE TASKS G MEASURE INDIVIDUAL PERFORMANCE INCREASE JOB PERFORMANCE SELECT MOTIVATED EMPLOYEES
- 22. FOUNDATIONS OF TEEXPALAMININ GD TEYAMNS ANAD MGROIUCPSS FURTHER