管理经济学11

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My company encourages teamwork
Disagree
Source: Business Week, August 14, 2006
Why Belong to Informal Groups
• They fulfill the innate drive to bond
Source: Adapted from Business Week Online, May 24, 2006
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Trouble With Teams
• Process losses – resources expended toward team development and maintenance rather than tasks
Chapter
11
Developing High Performance Teams
McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
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Team Effectiveness in U.S. Manufacturing Firms
15% Not effective
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No "team program" exists 51% 20% Highly effective Somewhat effective
14%
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Team Effectiveness Model
Team design
Task characteristics Team size Team composition Team roles
Organizational and team environment
Team effectiveness
Team processes
Types of Teams
Self-directed teams
Departmental teams Advisory teams
Production/ service/ leadership teams
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Skunkworks
Virtual teams Task force (project) teams
Task characteristics
Team composition
Team norms
Team size
Team roles
Team cohesiveness
Team trust
Stages of Team Development
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Performing *Task oriented, committed. *Efficient coordination. *High cooperation and trust. *Conflicts resolved quickly. Norming *Roles established. *Team objectives agreed. *Common mental models formed. *Cohesion developed. Storming *Conflict with proactive behavior. *Compete for team roles. *Influence goals and means. *Establish norms and standards. Forming *Roles established. *Team objectives agreed. *Common mental models formed. *Cohesion developed.
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Team Cohesiveness
• Member Similarity
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Virtual Teams
Difference between traditional & virtual teams:
1. They are not usually colocated (they do not work in the same physical area) 2. Due to their lack of colocation, members of virtual teams depend primarily on information technologies rather than face-to-face interaction
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Team Norms
Three factors that influence the norm formation:
- Subtle events during team’s formation can initiate norms - Norms form as team members discover behaviors that help them function more effectively - Past experiences and values that members bring with them
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Why Rely on Teams?
• Teams are generally more successful than individuals working alone at identifying problems, developing alternatives, and choosing from those alternativesteams exist to fill some purpose • Team members are held together by their interdependence and need for collaboration to achieve common goals • Team members influence each other, although some members are more influential than others regarding the team’s goals and activities
• Social loafing is less likely to occur when:
- Make member’s contributions more noticeable - Make the task more interesting - Members value group membership and believe in working toward group objectives
• We define ourselves by our group affiliation • We are motivated to become members of groups that are similar to ourselves
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• They accomplish personal goals that cannot be achieved working alone • In stressful situations we are comforted by the mere presence of other people and are therefore motivated to be near them
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Why Join A Fraternity?
• Networking • Professional connection • Social connection • Advice and mentoring • Having fun • Parties and Formals • Other reasons
Adjourning
Question
Think of a team that you have been part of for a class project. Identify the five steps of its development and explore whether the team was effective. Why or why not?
• Social loafing - occurs when people exert less effort when working in groups then when working alone.
- Likely to occur in large groups where individual output is difficult to identify
Task development Team norms Team cohesiveness Team trust Team conflict
Team Design Features & Team Processes
Team design features Team processes
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Self-directed Teams
The difference between self-directed teams and traditional production/service teams are that selfdirected teams:
- Complete an entire piece of work, whether it’s a product or service, or part of a larger product or service - Assign tasks that individual team members perform - Control most work inputs, flow, and outputs - Are responsible for correcting workflow problems as they occur - Receive team level feedback and rewards