1. PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Class #3 MGMT 300 Sections E and F

2. 10–2Copyright © 2006 Thomson Business and Economics. All rights reserved. Agenda and Announcements Agenda – Teams and Team Leadership Open Discussion – Review Chapter 10 – Review “The Team That Wasn’t” Case – Open Questions and Discussion Announcements: – Everyone Registered? – Web Problems Status – Information Page and Picture Upload – Homework and Grading – Developing Teams on Thursday…

3. 10–3Copyright © 2006 Thomson Business and Economics. All rights reserved. Establishing Teams - Thursday Max 8 Teams in the Class (4-6 people per team) Avoid Existing Friend Groups Meeting Time Best Team Selection? – M/W Afternoons – T/TH Afternoons – Weekday Evenings – Before Class – After Class – Weekends – Flexible Other Team Selection Processes?

4. PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 10 Team Leadership

5. 10–5Copyright © 2006 Thomson Business and Economics. All rights reserved. Lesson of the Geese As each bird flaps its wings, it creates uplift for the bird following. By flying in a V formation, the flock’s flying range is 71 percent greater than if each bird flew on its own. –Lesson: Teams can get where they are going quicker and easier. Diversity of ideas, different experiences and brainstorming all are more creative processes that result in better outcomes – creativity, quality, speed. Whenever a goose falls out of formation, it suddenly is affected by the drag and resistance of trying to go it alone and quickly gets back into formation to take advantage of the lifting power of the bird immediately in front. –Lesson: A common goal provides strength, power, and safety in numbers. When the lead goose gets tired, it falls back into the formation and another goose flies point. –Lesson: It pays to take turns doing the hard jobs. The geese toward the back honk to encourage those up front to keep up their speed. –Lesson: We all need to be encouraged with active support and praise. When a goose gets sick or is wounded and falls out, two geese fall out of formation and follow the first one down. They stay with the downed goose until the crisis resolves, and then they launch out on their own to catch up with their group or join another formation. –Lesson: We must stand by each other in times of need.

6. 10–6Copyright © 2006 Thomson Business and Economics. All rights reserved. Group and Teams and Performance Group –Two or more members with a clear leader who perform independent jobs with individual accountability, evaluation, and rewards. Author defines as a “formal” organization. Team –A small number of members with shared leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards. Don’t Get Hung Up on Group vs. Team No One Else Does

7. 10–7Copyright © 2006 Thomson Business and Economics. All rights reserved. Groups versus Teams Exhibit 10–1 TEAMS CAN ALSO HAVE SPONSORS, STEERING GROUPS, BOARDS, etc. THAT THEY ARE ACCOUNTABLE TO FOR RESULTS. SELF MANAGED GROUP “SPONSORED” TEAM

8. 10–8Copyright © 2006 Thomson Business and Economics. All rights reserved. Group & Team Performance Model Exhibit 10–2 KEY ITEMS ARE:  ORGANIZATIONAL SUPPORT (ORG. CONTEXT)  TEAM MEMBER TIME AVAILABILITY (PROCESS)  TEAM LEADER SKILLS AND RESPECT (PROCESS)  TEAM SELF-SATISFACTION & ENTHUSIASM (PROCESS)

9. 10–9Copyright © 2006 Thomson Business and Economics. All rights reserved. Group and Team Types Formal Groups/Teams –Recognized (and established) by the organization. Informal Groups/Teams –Self-formed, not officially recognized by the organization. An example is…. Functional Groups/Teams –Members from a limited organizational area. Cross-Functional Groups/Teams –Members from different organizational areas and/or levels. SOME EXAMPLES ARE:

10. 10–10Copyright © 2006 Thomson Business and Economics. All rights reserved. Functional and Cross-Functional Groups Exhibit 10–3 “TASK FORCE” SHOWS THE VARIOUS MEMBERS

11. 10–11Copyright © 2006 Thomson Business and Economics. All rights reserved. Group/Team Size, Structure, Composition, and Leadership Groups tend to be larger than teams Teams tend to have few members Groups are more formal and tend toward autocratic leadership??????? Teams are informal and tend to have participative leadership Members should be diverse and have complementary skills Diverse teams outperform homogeneous groups Leadership and Structure Group Composition Number in Group Groups have broadly- defined (organizational) objectives Teams or their sponsors develop their own objectives Leadership and Objectives Project & Cross-Functional Teams: “Supervised” Work Groups:

12. 10–12Copyright © 2006 Thomson Business and Economics. All rights reserved. Dimensions of Group & Team Structure Exhibit 10–4

13. 10–13Copyright © 2006 Thomson Business and Economics. All rights reserved. Group & Team Performance Model Exhibit 10–2 KEY ITEMS ARE:  ORGANIZATIONAL SUPPORT (ORG. CONTEXT)  TEAM MEMBER TIME AVAILABILITY (PROCESS)  TEAM LEADER SKILLS AND RESPECT (PROCESS)  TEAM SELF-SATISFACTION & ENTHUSIASM (PROCESS)

14. 10–14Copyright © 2006 Thomson Business and Economics. All rights reserved. Group and Team Process Group Process –The patterns of interactions that emerge as members perform their jobs. Group Process Dimensions –Include roles, norms, cohesiveness, status, decision making, and conflict resolution.

15. 10–15Copyright © 2006 Thomson Business and Economics. All rights reserved. Group and Team Process (cont’d) Group Roles –Task roles Members who do and say things that directly aid the accomplishment of the group’s objectives. –Maintenance roles Members who do and say things to develop and sustain the group process. –Self-interest roles Members who do and say things to hurt the group and help the themselves.

16. 10–16Copyright © 2006 Thomson Business and Economics. All rights reserved. Dimensions of Group and Team Process Exhibit 10–5

17. 10–17Copyright © 2006 Thomson Business and Economics. All rights reserved.

18. 10–18Copyright © 2006 Thomson Business and Economics. All rights reserved. Group Process (cont’d) Group Norms –The group’s shared expectations of its members’ behavior. –Norms develop spontaneously through the interactions of group members. –Compliance with norms is enforced by the group. –Leaders should work toward maintaining and developing positive norms. WHAT ARE OUR CLASSROOM GROUP NORMS? – CREATE LIST

19. 10–19Copyright © 2006 Thomson Business and Economics. All rights reserved. Group Process (cont’d) Group Cohesiveness –The extent to which members stick together. –Factors positively influencing cohesiveness: Agreement with and commitment to objectives Small size Homogeneity among group members Equal level of member participation Focus on external competition A successful group “Team Together – Team Apart”

20. 10–20Copyright © 2006 Thomson Business and Economics. All rights reserved. Group Process (cont’d) Status within the Group –Status is the perceived ranking of one member relative to other members in the group. Based on performance, job title, wage or salary, seniority, knowledge or expertise, interpersonal skills, etc. –High status members have a strong influence on the group and its performance.

21. 10–21Copyright © 2006 Thomson Business and Economics. All rights reserved.

22. 10–22Copyright © 2006 Thomson Business and Economics. All rights reserved. Stages of Group AND TEAM Development and Styles of Leadership 1.Orientation Autocratic leadership 2.Dissatisfaction Consultative leadership 3.Resolution Participative leadership 4.Production Empowerment leadership 5.Termination

23. 10–23Copyright © 2006 Thomson Business and Economics. All rights reserved. Stages of Group Development and Leadership Styles Exhibit 10–6 Source: Adapted from D. Carew, E. Carew, and K. Blanchard, “Group Development and Situational Leadership,” Training & Development ( June 1986), p. 48. Stages of Group Development Leadership Styles (forming)(storming)(norming)(performing)

24. 10–24Copyright © 2006 Thomson Business and Economics. All rights reserved. Developing INDIVIDUALS INTO Groups AND Teams Training –Train the group in group process skills. The Management Functions –Planning: empower members to set objectives, develop plans, and make decisions. PROVIDE BOUNDARIES –Organizing and Staffing: have members participate in selecting, evaluating, and rewarding members. –Leading: develop team leaders who can change leadership styles as the group develops. –Controlling: have members monitor progress, take corrective action, and perform quality control.

25. 10–25Copyright © 2006 Thomson Business and Economics. All rights reserved. Leadership Skills for Meetings Planning Meetings –Objectives –Participants and Assignments –Agenda –Date, Place and Time –Leadership –Technology –Project Plan & Status Conducting Meetings –Three Parts of Meetings Identify Objectives Cover agenda items Summarize and review assignments –“PAL” Purpose Agenda Length

26. 10–26Copyright © 2006 Thomson Business and Economics. All rights reserved. Leadership Skills for Meetings (cont’d) Handling Problem Members –Silent Type –Talker –Wanderer –Bored Member –Arguer

27. 10–27Copyright © 2006 Thomson Business and Economics. All rights reserved.

28. 10–28Copyright © 2006 Thomson Business and Economics. All rights reserved. The Team That Wasn’t 1.What Elements of Organizational Context Influenced the Team? 2.What Elements of Group Structure Influenced the Team? 3.What Elements of Group Process Influenced the Team? 4.What stage is this Group in? 5.If you were Eric, what 2-3 things would you do now? 6.What are the risks and rewards of your actions from # 5? 7.If you were Ray, Maureen or Carl, what could you do differently? 8.What could Jack have done differently?

29. 10–29Copyright © 2006 Thomson Business and Economics. All rights reserved. Closing Questions on Material? Questions on Assignments, Book, Grading, etc.?