teams.docx - Chapter 10 Leading teams and groups Notes...

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Chapter 10 – Leading teams and groups Notes Distinguishing groups and teams Groups Teams Definition Collection of two or more people who share a common interest or association Task-oriented collection of people who work interdependently to reach set goals and who are accountable to one another to reach these goals. Formality Informal Formal or informal Goals Share common goals Work interdependently to reach these goals. Orientation Affiliation Achievement Size Small or large Generally small Team identity: The collective sense of identification and loyalty that teams members fell toward the team Types of teams Type 1 Type 2 Time Permanent teams: relatively stable and on going Project teams: meet for a limited time, achieve short- term goals, or solve a particular problem. Power distribution Hierarchical: clear figure of authority that governs the team. Self-managed: small number of employees who are collectively given primary responsibility to schedule work, assign tasks or job responsibilities and make decisions in their daily work. Diversity of experience Functional teams: same department or expertise Cross-functional teams: people from different departments and different
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expertise. Materiality On-site teams: most members meat themselves in person. Virtual teams: members live in different geographical areas, so can’t interact in person with each other. Meet via technology. From a sustainable perspective: Teams improve productivity and performance; Increase the well-being of the entire organizational members community, because more creativity, signification, meaningful work. Managing teams to maximise the advantages and minimise the drawbacks. 4 developmental stages: Forming; Storming, Norming; Performing; HOWEVER Not all teams pass by these levels + not chronological; Iterative process; Better use of the term category; Forming Characteristics
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