Chapter_11

Chapter_11 - Chapter 11 Developing and Leading Teams |...

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Unformatted text preview: Chapter 11: Developing and Leading Teams | Chapter 11 Developing and Leading Teams CHAPTER OVERVIEW Chapter 11 focuses on one of the seven core competencies introduced in Chapter 1. Recall that the teams competency includes the knowledge, skills, and abilities to develop, support, facilitate, and lead groups to achieve organizational goals. Throughout the chapter, we discuss ways to understand and increase the effectiveness of groups and teams. We focus on (1) the basic features of groups and teams; (2) the types of teams commonly used in organizations; (3) the ways in which team members develop and learn; (4) the principal factors that influence team effectiveness; and (5) the potential dysfunctions of teams if not effectively developed, used, and led. LEARNING GOALS Upon completion of this chapter, the students should be able to: • State the basic features of groups and teams. • Describe the attributes of common types of work-related teams. • Explain the stages of team development. • Describe the core factors that influence team effectiveness. • Explain five of the potential dysfunctions of teams. CHAPTER OUTLINE I. Learning from Experience: IT Leadership Team at Regions Financial 99 | Chapter 11: Developing and Leading Teams II. Introduction to Groups and Teams A. Classifications of Groups B. Informal Group C. Team D. Effective Teams E. Team Empowerment F. Teams Competency—A Toyota Assembly Team’s Simple Solution III. Types of Work-Related Teams A. Functional Team B. Problem-Solving Team C. Cross-Functional Team D. Self-Managed Team E. Virtual Team F Global Team G. Across Cultures Competency: Logitech’s Global Virtual Team IV. Stages of Team Development A. Forming Stage B. Storming Stage C. Norming Stage D. Performing Stage E. Adjourning Stage V. Core Influences on Team Effectiveness A. Context B. Leadership C. Self Competency —Brian Catalde’s Team Leadership of NAHB D. Goals E. Team Size F. Member Roles G. Member Diversity H. Diversity Competency—Johnson & Johnson’s Affinity Groups I. Norms J. Cohesiveness VI. Potential Team Dysfunctions A. Groupthink B. Free Riding C. Bad Apples Effect D. Absence of Trust E. Avoidance of Accountability for Results VII. Chapter Summary A. Key Terms and Concepts 100 Chapter 11: Developing and Leading Teams | B. Discussion Questions VIII. Experiential Exercise and Case A. Experiential Exercise: Team Competency––Team Assessment Inventory B. Case: Patrice Zagamé’s Team Leadership of Novartis Brazil KEY TERMS AND CONCEPTS Thirty-one key terms and concepts are developed in Chapter 11. The key terms and concepts, along with definitions or appropriate descriptions, are as follows: Affinity groups: typically voluntary, employee-driven groups that are organized around a particular shared interest, background, or goal....
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Chapter_11 - Chapter 11 Developing and Leading Teams |...

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