Chapter 11 - Groups and teams. After reading the material in this chapter, you should be able to: Describe the five stages of Tuckman’s theory of group development; contrast roles and norms, and specify four reasons norms are enforced in organizations; describe four attributes of a team player; explain three ways to build trust and three ways to repair trust. | groups and teams See pages 402-435. KNOWLEDGE OBJECTIVES Describe the nature of groups and teams and distinguish among different types of teams. Explain the criteria used to evaluate team effectiveness. Discuss how various aspects of team composition influence team effectiveness. Understand how structural components of teams can influence performance. Explain how various team processes influence team performance. Describe how teams develop over time. Know what organizations can do to encourage and support effective teamwork. Understand the roles of a team leader. ? See page 402. NATURE OF Group Two or more interdependent individuals Influence one another through social interaction Team Two or more people, with work roles that require them to be interdependent Operate within the organization, performing relevant tasks Affect others inside and outside the organization Membership is identifiable to those on or not on the team See page 405. GROUPS Formal Groups members are formally . | groups and teams See pages 402-435. KNOWLEDGE OBJECTIVES Describe the nature of groups and teams and distinguish among different types of teams. Explain the criteria used to evaluate team effectiveness. Discuss how various aspects of team composition influence team effectiveness. Understand how structural components of teams can influence performance. Explain how various team processes influence team performance. Describe how teams develop over time. Know what organizations can do to encourage and support effective teamwork. Understand the roles of a team leader. ? See page 402. NATURE OF Group Two or more interdependent individuals Influence one another through social interaction Team Two or more people, with work roles that require them to be interdependent Operate within the organization, performing relevant tasks Affect others inside and outside the organization Membership is identifiable to those on or not on the team See page 405. GROUPS Formal Groups members are formally assigned Informal Groups formed spontaneously by people who share; interests values identities See page 405. IDENTITY GROUPS See page 406. VIRTUAL TEAMS See page 406. VIRTUAL TEAM TECHNOLOGIES Audio teleconferencing Video communication systems Real-time electronic communication Different-time electronic communication Keypad voting systems Group project management software Instant messaging and texting Messaging boards Web conferencing Blogs and Wiki sites Adapted from Exhibit 11-1: Tools Commonly Used By Virtual Teams See page 406. See page 407. SELF-MANAGING TEAMS More worker satisfaction Lower turnover and absenteeism Increased productivity Higher quality work More engaged in work Higher level of commitment to the team See page 408. TEAM EFFECTIVENESS See pages 410-411. BENEFITS VERSUS COST Synergy Greater goal commitment Greater variety of skills and abilities used for task achievement Greater sharing of knowledge Process Loss Time and energy members spend maintaining the team Managing,
