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Team & group Ch.1
Patrica Bell (first exam(
| Question | Answer |
|---|---|
| What is a Team | A group of people who are interdependent with the respect to information resources, and skills, and who seek to combine their efforts to reach a common goal. |
| Five characteristics of a team | - Shared Goal - Interdependent -Bounded & Stability -Authority to manage their own work -Operate in larger social system context |
| What does interdependence mean | Team members can not achieve their goals single-handedly, must rely on each other to meet shared objectives |
| Social System context | Teams do their work in a larger organizations, often along side other teams, |
| What is a Working group | People who learn from one another, share ideas, but are not interdependent, and are not working on a shared goal. (researched who meet each month) |
| Why Should organizations have teams? | Teams can be more effective than the traditional hierarchical structure form making decisions quickly and efficiently |
| four challenges of the future that make teams important | 1) Information technology 2) Competition 3) Globalization and Culture 4) Multi -Generational Teams |
| Globalization | a more global and fast paced economy requires people with specialized expertise. Less face to face interaction, and more "virtual teams" |
| Multinational teams means... | people of different generation work in different ways and have dramatically different norms. |
| Manager lead teams | Managers act as the team leader and is responsible for defining the goals, methods, and functioning of the team. (ex. Automobile assembly, sports team. or surgery team) manager has greatest control over team and there are low start up costs. |
| Self managing teams | manager or leader determines overall purpose of goal of the team, but the team is at liberty to manage methods by which to achieve that goal |
| Self directing or designing teams | determine their own objectives and the methods by which to achieve them; management has the responsibility only for the team's organizational context - offers most potential for innovation! |
| Self Governing Teams | Are usually responsible for executing a task, managing their own performance process, designing the group, and designing the organizational context. (great risk for misdirection, however great commitment and participation) |
| Are teams always the answer? | No. Teams provide insight and creativity in a way that a person working individual cannot, but teamwork may also lead to confusion, delay, and poor decision making. |
| managers fault the wrong cause for a team failure | Misattribution error is the tendency to attribute the causes of team failure to forces "beyond managers control". Leaders blame the problem on individual team members, competition, or lack of resources. or external forces like the economy. |
| Managers fail to recognize their team-building responsibility | managers erroneously equate managing the team with managing the individuals on the team. (one-on-one meetings) |
| Should you experiment with failures | YES. experimenting with failures is one of the most effective ways to learn. |
| Is conflict among team members a bad thing? | Not always,it can be necessary for effective decision-making as it can foment accuracy, insight, understanding, trust, and innovation. |
| Do good teams fail? | Yes, even a good team can fail under the wrong circumstances. To be successful in the long run teams need ongoing support. |
| Can retreats fix all conflicts between team members? | No. Unless management uses the time at a retreat to address structural and design problems that plague the team on a day to day basis in the work environment the team will not gain a lasting benefit from the retreat. |
| Most common types of teams | 1) management teams 2) cross-functioning 3) service and operations |
| Team Size | varies from 3-100, but modal team size equal 8. always less then 10 (5 or 6 is optimum) |
| Autonomy versus manager control | Most managers in self managing team; followed by manager led teams; self directing teams being the least common |
| Team longevity | Varies greatly, average of 1-2 years |
| What are the most frustrating aspects of teamwork | 1) developing and sustaining high motivations 2) minimizing confusion and coordination problems. |
| Three team building skills? | Accurate diagnosis of problem, research based intervention, and expert learning. |
| Skill 1: Accurate diagnosis of problem | 1) samploing on dependent variable, which is looking for causes after the effect. 2)Hindsight Bias, also know as the "I knew it all along" fallacy |
| Skill 2: Research Based intervention | 1) Based on scientific theory 2) Evidence based management |
| Skill 3: Expert Learning | 1) Single loop versus double loop 2) Inhert knowledge problem 3) illustrate and convey concepts to your team |
| Single loop versus double loop | Single is ine-dimensional; you can learn from your subordiante but he cant learn from you. Double involves a reciprocal interchange between leaders and teams, this means teams can help their leaders learn too. |
| Inhert knowledge problem | The key to unlock tis problem lies in how managers process information , and when managers link examples to concepts, so they learn better. |
Created by:
KAzetapi