Chapter 18 includes a new section on the dilemma of teams, acknowledging that teams are sometimes ineffective and looking at the reasons for this, including such problems as free riders, lack of trust among team members, and so forth. The chapter then looks at how to make teams effective, including a signifi cantly revised discussion of what makes an effective team leader. | Teamwork Chapter 18 Teamwork Over the past two decades, the use of teams has increased dramatically in response to new competitive pressures, the need for greater flexibility and speed, & a desire to give people more opportunities for involvement Manager’s Challenge: Rowe Teamwork Teams & their applications within organizations Types of teams Stages of Development Team Characteristics Individual contributions to teams Teamwork costs and benefits Ability to manage teams – component of manager and organization success Topics Chapter 18 What is a Team? Unit of 2 or more people Interact or coordinate their work To accomplish a specific goal Differences Between Groups and Teams Designated leader Individual accountability Identical purpose for group & organization Individual work products Runs efficient meetings Effectiveness=influence on business Discusses, decides, delegates work to individuals Shares/rotates leader Accountable to each other Specific team vision or purpose . | Teamwork Chapter 18 Teamwork Over the past two decades, the use of teams has increased dramatically in response to new competitive pressures, the need for greater flexibility and speed, & a desire to give people more opportunities for involvement Manager’s Challenge: Rowe Teamwork Teams & their applications within organizations Types of teams Stages of Development Team Characteristics Individual contributions to teams Teamwork costs and benefits Ability to manage teams – component of manager and organization success Topics Chapter 18 What is a Team? Unit of 2 or more people Interact or coordinate their work To accomplish a specific goal Differences Between Groups and Teams Designated leader Individual accountability Identical purpose for group & organization Individual work products Runs efficient meetings Effectiveness=influence on business Discusses, decides, delegates work to individuals Shares/rotates leader Accountable to each other Specific team vision or purpose Collective work products Encourages open-ended discussions Effectiveness=value of collective work Discusses, decides, shares work Groups Teams Work Team Effectiveness Model Formal Teams Vertical - composed of a manager and subordinates, sometimes called functional or command teams. Horizontal - composed of employees from the same hierarchical level but from different areas of expertise. Special-Purpose - created outside the formal organization for special projects and disband once project is completed. Self-Directed Team Elements Employees with several skills and functions Given access to various resources – information, equipment, machinery, and supplies needed to perform the complete task Empowered with decision making authority select new members - $ Typically permanent teams Teams in the New Workplace Virtual teams- consist of geographically or organizationally dispersed members linked via technology Global teams- cross-border teams made up of members from different .
