Class Team
§ Teams vs. Groups how do we explain the current popularity of teams? outperforming individuals when the tasks require multiple skill, judgement, experience(better utilize employee talents); facilitating employee participation in D-M, motivational property.
Work Group----interacting primarily to share information & to make decisions to help each member perform with his area of responsibility. ----help each member do better; Don’t share responsibility for each other’s results
Team--Group whose individual efforts result in a performance that is greater than the sum of those individual inputs. ----working interdependently & being jointly accountable for performance goals.
of the difference
Work groups Work teams Share information--- Goal--- Collective performance Neutral(negative)------Synergy-----Positive Individual ----Accountability--- Individual & mutual Random & varied-----Skills------ Complementary
Team work, Team player--embody teamwork valve, ---Intense sense of belonging, Interdependence, Joint responsibility
Class 8. Work Team
§ Types of Teams
base on objective
Problem-Solving Teams:Group of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality,efficiency,& the work setting(P-solving). Quality Circles(Total Q P)---Q control,C reduction, P planning,P design
Self-management teams: Group of 10-15 people taking on responsibilities of their former supervisors(empower). Office of the President--collectively assumes the role of the COO In managing internal operations
Cross-Functional team: employees from about the same hierarchical level,but from different wok area coming together to accomplish a task(coordination) Transnational Team---joint-venture team
2. Drucker’s 3 types failure & all-but-universal belief
Task force--temporary cross-functional team. Committees--groups made up of members from across departmental lines
Baseball Team---Surgical operation team, assembly line. The players play on the team with fixed positions they never leave.---working “in series”,taking turn
Football Team---the symphony players play as a team with fixed positions,working “in parallel”.
Tennis Double Team---Jazz combo, President’s Office. (5-7)The players have a primary position,adjusting to their teammate’s strengths,weakness and the changing demands of the “game”.--totally break with the past
§ Building high-performance team
Size of teams--keep them under a dozen. Given a larger working unit,breaking into subteams
Abilities of members--3 different types of skills: technical expertise,P-s & D-m skills,interpersonal
Allocating roles & promoting diversity--9 roles(1)
Having a commitment to a common purpose
Establishing specific goals
Leadership & structure
Social loafing & accountability
Appropriate performance evaluation & reward system
Developing high mutual trust (2)
roles
Creator-Innovators:initiate creative ideas.
Explorer-Promoters:champion initiated ideas
Assessor-Developers:analyze decision options
Thruster-Organizers:provide structure
Concluder-Producers: provide direction & follow
Controller-Inspectors:check for details
Upholder-Maintainers:fight external battles
Reporter-Advisers:seek full information
Linker:coordinate & integrate
2. Developing high mutual trust
Characteristic of high-performance teams where members believe in the integrity,character,& ability of each other.
Dimensions: Integrity-honesty & truthfulness; Competence-Technical & interpersonal knowledge, skills; Consistency-Reliability,predictability,& good judgement in handling situations; Loyalty-Willingness to protect & save face for a person; Openness-share ideas freely
How to build trust: Demonstrate you’re working for others’ interest as well as your own; Be a team player; Practice openness; Be fair; Speak your feelings; Show consistency in the basic values that guide your D-M; Maintain confidence; Demonstrate competence
§ Create team player Design job around team
Challenge: resistance-individual achievers; 2. Individualistic national culture; individual-valued organizational history
Shaping team players: Selection--job candidate with team skills, otherwise training,transference to other unit, reject Training--workshop to help improve skills like P-S, communication,negotiation,conflict M,coaching Reward--encourage cooperative efforts rather than competitive ones; intrinsic rewards from team
§ Contemporary Issues
TQM: the use of team--the essence of process improvement,employee involvement, natural vehicle
Work force diversity on team Advantages:Multiple perspective;Greater openness to new ideas; Multiple interpretations; Increased creativity, flexibility, P-S skills. Disadvantages:Ambiguity;Complexity;Confusion;Miscommunication;Difficulty in reaching a agreement,agreeing on specific actions
Reinvigorating Mature Teams:1. stagnant, apathy, complacency,groupthinking; due to easy task preparation, refresher training, advanced training, constant learning
Class
§ Definition & Function
The transference & understanding of meaning. No group can exist without it,4 major functions: Control: job-related grievance,group tease, harass Motivation: evaluation,specific goals,feedback on Emotional expression: feelings, social needs Information:facilitate D-M
Class
§ The Communication Process The steps between a source & a receiver that result in the transference & understanding of meaning
Communication Model
The source: message-what is communicated
Encoding:converting a message to symbolic form. Skill,attitude,knowledge, social-culture system
Channel:the medium through which a message travels--selected by the source
Decoding:retranslating a sender’s message
The receiver
Feedback loop:the final link in the process; puts the message back into the system as a check against misunderstanding
& Apprehension
Source of distortion:7 component
Communication Apprehension: undue tension & anxiety about oral,written communication,or both ---more serious than that of people dread speaking in front of a group
Oral apprehensive--expect to find suitable job. Teacher--a dominant requirement
Class
§ Communication fundamentals of Communication Downward--flow from one level of a group or organization to a lower lever
upward-- flow to a higher lever
lateral--taking place among members of the same group,among individuals at the same level,among any horizontally equivalent personnel.
2. Communication network channels by which information flows
Formal network:task-related communications that follow the authority chain --common-small group Criteria Chain Wheel All-channel speed moderate fast fast accuracy high high moderate emergence of leader moderate high none member satisfaction moderate low high
Informal network: the communication grapeline Studies:only 10% of people act as liaison Suggestion: timetable; inconsistency; the downside,upside; discuss worst case.
Communication
Messages conveyed through body movement,the intonations or emphasis we give to words,facial expressions,& the physical distance between the sender & receiver
Kinesics:the study of body motions --gestures,facial configurations,
Body language linked with spoken language convey fuller meaning
Actions speak louder than words
4. Choice of channel Model of media richness
Channel richness: the amount of information that can be transmitted during a communication episode richest--leanest
Capacity--handle multiple cues simultaneously; facilitate rapid feedback;be very personal
message type:nonroutine,ambiguous--routine,clear
information medium:face-to-face talk,phone call,E-mail,memos-letters,flyers-bulletins-general reports
to effective Communication
Filtering:a sender’s manipulation of information so that it will be seen more favorably by the receiver--tell what he wants to hear (condense & synthesize);number of levels
selective perception:projecting their personal characteristics into communication as they encode or decode
emotions:feelings at the time of receipt
language:mean different things to different people
Class
§ In practice: Effective employee communication in leading companies undergoing dramatic change
Guidance based on 10 leading companies
CEO’s commitment
managers match actions to words
commitment to 2-way communication
emphasis on face-to-face communication
shared responsibility for employee communication
dealing with bad news
message is shaped for it’s intended audience
treat communication as an ongoing process
ongoing process
5 common activities
Managers convey the rationale underlying decisions
timeliness is vital
communicate continually
link the big picture with the little picture
don’t dictate the way people should feel about the news
§ Current issue in
Communication barriers between women & men--men use talk to emphasize independence,status whereas women creating connection,intimacy;men are often more direct than woman
“politically correct” Communication--cleansing words,sensitive to other’s feeling; less well understood,eliminating words; trade-off
cross-culture communication-barrier by semantics, connotations,tone difference,different perceptions
electronic Communication
