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Unformatted text preview: This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. Chapter 21 Teamwork Chapter Outline I. Teams at Work A. What Is a Team? B. Model of Work Team Effectiveness II. Types of Teams A. Formal Teams B. Self-Directed Teams C. Teams in the New Workplace III. Team Characteristics A. Size B. Member Roles IV. Team Processes A. Stages of Team Development B. Team Cohesiveness C. Team Norms V. Managing Team Conflict A. Causes of Conflict B. Styles to Handle Conflict VI. Benefits and Costs of Teams A. Potential Benefits of Teams B. Potential Costs of Teams Annotated Learning Objectives After studying this chapter, students should be able to: 1. Identify the types of teams in organizations. Many types of teams can exist within organizations and can be classified in terms of those created as part of the organizations formal structure and those created to increase employee participation. Formal teams are created by the organization as This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. 562 PART 6 Leading part of the formal organization structure. A vertical team is composed of a manager and subordinates in the formal chain of command. A horizontal team is composed of employees from about the same hierarchical level but from different areas of expertise. A third type of formal team is the special-purpose team created to undertake a project. Self-directed teams are designed to increase the participation of lower-level workers in decision-making and the conduct of their jobs, with the goal of improving performance. 2. Discuss new applications of teams to facilitate employee involvement. Employee involvement teams represent a revolution in business prompted by the success of teamwork in Japanese companies. Problem-solving teams meet to discuss ways of improving quality, efficiency, and the work environment. The most widely known application is quality circles, in which employees focus on ways to improve the production process. The self-managing teams represent a fundamental change in how employee work is organized. Self-managing teams produce an entire product or service and take over managerial duties such as work and vacation scheduling, ordering materials, and hiring new members. 3. Identify roles within teams and the type of role you could play to help a team be effective. For a team to be successful it must maintain its members social well-being and accomplish the teams task. In successful teams, two types of roles emerge: task spet and socioemotional....
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This note was uploaded on 03/22/2009 for the course MANAGEMENT 5689-9856 taught by Professor Nialamnu during the Fall '08 term at Indiana State University .
- Fall '08