1. 11.1
Team dynamics

2. Goals
Explain the 6 components of team dynamics and how they affect team performance
Describe the five stages of a teams development
Explain the four situational supervisory styles to use with a group, based on its stage of development
Explain how to plan for and conduct effective meetings.
Identify six problem members and explain how to handle them so they do not have a negative affect on your meeting

3. Case Study What are the issues being presented?
If you were in Bonnie Sue’s situation, how would you turn the group into a top performer?

4. Why?
Teamwork involves working together to achieve something beyond the capabilities of individuals working alone.
The common organizational structure in business to achieve this is in teams
People all have different behaviors (ch 2) that affects human relations.

5. Types of teams
Functional Teams: Formal, ongoing teams that consist of managers and their employees.
Task Teams: Work together on a specific activity.
Being a member of a task team is in addition to your job in a functional group, so you can have two bosses.
Task teams are often called committees
Virtual Teams: Conduct almost all of their entire group work by electric digital communication.
Hard to develop trust with people you do not know.

6. Your team behavior Quiz

7. Team Performance Model
Function of Team Structure
Team Dynamics
Team Development Stage
Team Performance

8. Team Dynamics
Team Dynamics refers to the patterns of interactions that emerge as groups develop.

9. 6 Components of Team Dynamics!
Objectives (what is the point)
Team Size
Team Norms (norms = shared expectations)
Group Cohesiveness (closeness of the members)
Can be a positive and a negative
Status within the team (leaders must have high status to move ahead)
Group Roles (What does each member do?)

10. Review

11. Team Development Stages
Group Development Stage = GDS
Not all groups progress through the stages, or they get stuck in one stage and never reach their full potential.

12. Orientation
2. Dissatisfaction
Resolution
4. Production
5.Termination
Forming stage
Low Development (D1)
High Commitment
Low competence
“How will I fit in?”
Storming Stage
Moderate Development (D2)
Lower Commitment
Some Competence
“Why am I on this team?”
Norming Stage
High Development (D3)
Variable Commitment
High Competence
“I belong with these people”
Performing Stage
Outstanding Development
(D4)
“Our team is the best!”
Adjourning Stage
Not reached in all groups
Will happen in task groups
Can leave member with upset emotions

13. Review

14. Your Group Leadership Style
Take the quiz

15. Supervisory Styles – Based on group Development
1. Orientation – D1
2. Dissatisfaction – D2
3. Resolution – D3
4. Production – D4
Autocratic Style
High Task – Low Maintenance
Leader sets clear objectives
Constative Style
High Task – High Maintenance
Members may start to feel frustrated, leader must focus on maintenance roles to solve issues
Participative Style
Low Task – High Maintenance
Members know how to do the job
Leaders focus on group dynamics and tries to avoid a plateau
Laissez-faire Style
Low Task – Low Maintenance
Leaders focus on solving negative norms

16. Handling Problem Team Members – 6 Types
Silent Member
The Talker
The Wanderer
The Bored Member
The Arguer
The Social Loafer
Must get all members to participate
Simple Rotation in meetings
Call on them with questions
Slow them down, not shut them up
Rotation, gentle interruptions
Lets give others that have not talked a chance
Keep your group on track
Cut off conversations and throw a question to the group
Keep members motivated
Assign them a task
Call on them in meetings and force participation
Do not get into a argument. Bring others into the conversations
Cut off personal Attacks
Keep discussion on target
They do not want to do their share of work
Review group guidelines
Confront and change norms

17. Dealing with Difficult People