Chapter 13: Teams and Team Building
Employees with strong communication links within their department, with people in other units, and often with the external community
Teams that draw their members from more than one specialty area
Assignment of duties, authority, and responsibility to others.
hold or express opinions that are at variance with those previously, commonly, or officially expressed.
Creation levels of authority and functional units
Division of Work
Spaces that employees can call their own, where they can design their work layout, decorate to their satisfaction, and generally control what happens
People who act as process consultants, getting employees to examine their roles within a team
The capacity of managers to use their analytical ability to sort out which roles are needed at the moment, have the flexibility to shift from role to role, be willing to attempt playing even the “uncomfortable” ones, and prepare the team to expect and be receptive to multiple roles.
Overlay of one type of organization on another so there are two chains of command directing individual employees
the simultaneous execution of more than one program or task by a single computer processor.
Centers of related individual offices arranged to encourage the formation of social groups.
Neighborhoods of Offices
Set of activities that helps others perceive, understand, and react constructively to current behavioral events around them.
A common understanding among team members of the nature or their task and how to accomplish it.
Shared mental model
Employee lessening of output when employees think their contributions to a group cannot be measured
Movement of a group through the evolutionary phases of forming, storming, norming, performing, and (possibly) adjourning
Stages of team development
Lessening of output by a team member under the belief that others are doing so and it would be foolish not to do the same thing.
Goal that integrates the efforts of individuals or groups
Cooperative small group in regular contact that is engaged in coordinated action.
process of making teams more effective by encouraging members to examine how they work together, identify their weakness, and develop more effective ways of cooperating.
A leader’s interaction with a team to help its members make appropriate use of their collective resources by focusing on motivation of members, performance method improvements, or knowledge/skill deficiencies.
State that occurs when members know their objectives, contribute responsibly and enthusiastically to the task, and support one another
working groups that meet without all their members being in the same location; such teams often rely heavily on technology to achieve their communication and coordination needs.