Chapter 6 Managing groups and teams
Working together requires listening, understanding, cooperation, and negotiation
Groups: also friends not necessarily work together for a common purpose
Team: more specific purpose and function, but independent in their tasks
Teams:
- Independent: same tasks - formal
- Independent: different tasks - semi-formal
- Independent: specialist - informal work group
- Interdependent: specialist - informal group
- Interdependent: same tasks
Katzenbach and Smith’s three key categories of teams:
- Do things
- Run things
- Recommend things
True teams are rare. Most of us are in working groups, not teams
High performance team needs:
- High levels of commitment
- Trust
- Cooperation
- Team focus
Four stages to become a high performance team:
- Pseudo-team: they have the need to be a team, but have not achieved it
- The potential team: try to improve performance
- The real team: great leap in productivity focus on performance rather
than personal chemistry
- The high performance team: highly productive great level of trust and
commitment
Social loafing: in a team individuals try less
Social facilitation: cycling in a group increased performance
Become a team:
- Right balance of skills and knowledge
- Members need to feel they belong together and have a common purpose
Meredith Belbin: different roles for people that are useful for a group balance
between these roles
Every person has a series of traits that lead them to have a preference for
one particular role, but also has one or two back-up roles with strengths
and weaknesses
An individual has two identities:
1. Personal identity: comprises personal and social beliefs
2. Group identity: benefits of belonging to the team
Bruce Tuckman: the path to high performance teams go through stages in
order to become mature and function effectively
Two key factors:
1. Interpersonal relationships
2. Task orientation
Working together requires listening, understanding, cooperation, and negotiation
Groups: also friends not necessarily work together for a common purpose
Team: more specific purpose and function, but independent in their tasks
Teams:
- Independent: same tasks - formal
- Independent: different tasks - semi-formal
- Independent: specialist - informal work group
- Interdependent: specialist - informal group
- Interdependent: same tasks
Katzenbach and Smith’s three key categories of teams:
- Do things
- Run things
- Recommend things
True teams are rare. Most of us are in working groups, not teams
High performance team needs:
- High levels of commitment
- Trust
- Cooperation
- Team focus
Four stages to become a high performance team:
- Pseudo-team: they have the need to be a team, but have not achieved it
- The potential team: try to improve performance
- The real team: great leap in productivity focus on performance rather
than personal chemistry
- The high performance team: highly productive great level of trust and
commitment
Social loafing: in a team individuals try less
Social facilitation: cycling in a group increased performance
Become a team:
- Right balance of skills and knowledge
- Members need to feel they belong together and have a common purpose
Meredith Belbin: different roles for people that are useful for a group balance
between these roles
Every person has a series of traits that lead them to have a preference for
one particular role, but also has one or two back-up roles with strengths
and weaknesses
An individual has two identities:
1. Personal identity: comprises personal and social beliefs
2. Group identity: benefits of belonging to the team
Bruce Tuckman: the path to high performance teams go through stages in
order to become mature and function effectively
Two key factors:
1. Interpersonal relationships
2. Task orientation
