OB Chapter 13: Teams and Team Building

Creating levels of authority and functional units.

An overlay of one type of organization on another so that two chains of command are directing individual employees.

A team in which members are drawn from several specialties.

Cooperative small group in regular contact engaged in coordinated action.

(1) Forming, (2) Storming, (3) Norming, (4) Performing, (5) Adjourning.

Others are doing it, and you would be foolish not to do the same.

(1) Supportive environment, (2) skills and role clarity, (3)superordinate goals, (4) trust, (5) team rewards.

Encourages team members to examine how they work together, identify weaknesses, and develop more effective cooperation.

A leader’s intention effort and interaction with the team to help members make appropriate us of collective resources.

(1) Identification of problem, (2) collection of relevant data, (3) data feedback and confrontation, (4) problem-solving experience, (5) on the job application and follow-up.

A set of activities that help others focus on what currently is happening around them.

Encourages employees to examine their intended vs. actual roles within the team, the ways in which the team discusses and solves problems, and use and abuse of power and authority, and the explicit and implicit communication patterns.

Natural work groups that are given substantial autonomy and in return are asked to control their own behavior and produce significant results.

Keep communication channels open and active by constantly sharing information with other units in the organization and with people at other levels.

Groups of individuals from around the globe that meet through the use of technological aids without all of their members being present in the same location.