1. © 2013 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Developing and Leading Effective Teams Chapter Eleven

2. 11-2 Learning Objectives LO.1 Explain how a work group becomes a team. LO.2 Identify and describe four types of work teams. LO.3 Explain the model of effective work teams, and specify the two criteria of team effectiveness. LO.4 Identify five teamwork competencies team members need to possess. LO.5 Discuss why teams fail.

3. 11-3 Learning Objectives (cont.) LO.6 List at least four things managers can do to build trust. LO.7 Distinguish two types of group cohesiveness, and summarize cohesiveness research findings. LO.8 Define virtual teams and self-managed teams. LO.9 Describe high-performance teams, and discuss team leadership.

4. 11-4 Work Teams: Types, Effectiveness, and Stumbling Blocks Team  a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

5. 11-5 The Evolution of a Team

6. 11-6 Effective Work Teams

7. 11-7 Effective Work Teams Team viability  defined as team members’ satisfaction and continued willingness to contribute.

8. 11-8 Why Work Teams Fail

9. 11-9 Cooperation Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective. The greater the integration, the greater the degree of cooperation.

10. 11-10 Trust  Reciprocal faith in others’ intentions and behavior Propensity to trust  A personality trait involving one’s general willingness to trust others.

11. 11-11 Interpersonal Trust Involves a Cognitive Leap

12. 11-12 Cohesiveness  a process whereby a sense of ‘we-ness’ emerges to transcend individual differences and motives

13. 11-13 Virtual Teams Virtual team  physically dispersed task group that conducts its business primarily through modern information technology

14. 11-14 Research Insights Virtual groups formed over the Internet follow a group development process similar to that for face-to-face groups Internet chat rooms create more work and yield poorer decisions than face-to-face meetings and telephone conferences Inspirational leadership has a positive impact on creativity in electronic brainstorming groups Conflict management is particularly difficult for asynchronous virtual teams that have no opportunity for face-to-face interaction

15. 11-15 Self-Managed Teams Self-managed teams  Groups of employees granted administrative oversight for their work.  Accountability is maintained indirectly by outside managers and leaders