Bus232 Unit 10 Managing Teams

increase customer satisfaction

improve product and service quality

speed an efficiency when designing and manufacturing products

increased job satisfaction

initially high turnover

social loafing

groupthink

time for decision making

dominant players

clear engaging reason for using them

job can't be don unless people work together
rewards can be provided for team performance

ample resources are available

teams will have clear authority to manage and change how work gets done

there isn't a clear engaging reason or purpose

the job can be don by people working independently

rewards are provided for individual effort

the necessary resources are not available

management will continue to monitor and influence how work gets done

traditional work groups

employee involvement teams

semi-autonomous work groups

self-managing teams

self-design teams

cross-functional teams

virtual teams

project teams

norms

cohesiveness

size

conflict

states of development

all memebers present at meetings and activities

creating common workspaces

nonwork activities

forming

storming

norming

performing

setting team goals

selecting people

team training

team compensation and recognition

a small number of peopple with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes

behaviour in which team members withhold their effors and fail to perform their share of the work

group composed of two or more people who work together to achieve a shared goal

team that provides advice or makes suggestions to management concerning specific issues

group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service

team that manages and controls all the major tasks of producing a product or service

team that has the characteristics of self-managing teams but that also controls team design, work tasks, and tem membership

team composed of employees from different functional areas of the organization

team composed of geographically and organizationally dispersed co-workers who use telecommunications and information technologies to accomplish and organizational task

team created to complete specific, on-time projects or tasks withing a limited time

informally agreed-on standards that regulate team behaviour

the extend to which team members are attracted to a team and motivated to remain in it

the first state of team development in which team members meet each other, form initial impressions and begin to establish team norms

the second stage of team development characterized by conflict and disagreement in which team members disagree over what the team should do and how it should do it

the third stage of team development in which team members begin to settle into their roles, group cohesion grows and positive team norms develop

the fourth stage of team development in which performance improves because the team has matured into an effective fully functioning team

the ability to change organizational structures policies and practices

the ability to make changes without first getting approval from managers or other pars of an organization

the degree to which a person believes that people should be self-sufficient and that loyalty to ones self is more imporant than loyalty to ones team or company

the avery level of ability experience personality or any other factor in a team

the variances or differences in ability experience personality or any other factor on a team

skills such as listening communicating questioning and providing feedback that enable people to have effective working relationships with others

compensation system that pays employees for learning additional skills or knowledge

compensation system in which companies share the financial value of performance gains such as productivity cost savings or quality with their workers.