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Leading Groups and Teams. Learning Objectives. List and briefly describe the types of teams used at work Explain the causes and symptoms of unproductive teams Understand what is necessary to build team performance Describe the problems of making the transition from supervisor to team leader

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Presentation Transcript

Learning objectives l.jpg
Learning Objectives

  • List and briefly describe the types of teams used at work

  • Explain the causes and symptoms of unproductive teams

  • Understand what is necessary to build team performance

  • Describe the problems of making the transition from supervisor to team leader

  • List the values that team leaders should have

  • Use important team-leader coaching skills

Chapter 13


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Levels of Employee Involvement

Information

Sharing

Intergroup

Problem

Solving

Total Self-

Direction

Chapter 13


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Group

Dynamics

Norms

Cohesiveness

Chapter 13


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Suggestion

Problem-

Solving

Basic Types

of Teams

Self-

Managing

Semi-

Autonomous

Chapter 13


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Quality

Circles

Project,

Venture,

Development

Teams at Work

Virtual

Transnational

Chapter 13


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Training

Confusion

Leader-Centred

Teams

Misplaced

Loyalty

Self-Directed

Teams

Self-Directed Work Teams

Start-up

Chapter 13


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Power struggles

Individual behaviour

Workload

Top management

Groupthink

Leadership

Focus

Capability

Causes of Unproductive Teams

Chapter 13


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Symptoms of Unproductive Teams

  • Not accomplishing goals

  • Guarded communication

  • Lack of disagreement

  • Malfunctioning meetings

  • Conflict within the team

Chapter 13


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Characteristics

of Productive

Teams

Commitment to a Mission

Specific Goals

Right Size, Right Mix

A Common Approach

Mutual Accountability

Chapter 13


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Building High-Performance Teams

  • Seek employee input

  • Set performance standards

  • Select members for skill and potential

  • Observe first meetings and actions

  • Set clear rules of behaviour

  • Move from “boss” to “coach”

Chapter 13


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Building High-Performance Teams

  • Set performance-oriented goals

  • Inject fresh facts and information

  • Use positive feedback

  • Shoot for the right team size

  • Choose team players

Chapter 13


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Building High-Performance Teams

  • Train and cross-train

  • Stress the task’s importance

  • Assign whole tasks

  • Encourage social support

  • Provide material support

Chapter 13


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Coaching

Participation

Effective

Team

Leaders

Boundary

Managers

Facilitators

Chapter 13


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Loss of

Status or Power

Unclear Roles

Becoming a

Team Leader

Transition

Problems

Job Security

Double

Standard

Chapter 13


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Put Team

Members

First

Trust Team

Members

Team-Leader

Values

Support

the Team

Believe in

Teamwork

Chapter 13


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Developing Coaching Skills

  • Know your people

  • Coach, don’t tell

  • Give emotional support

  • Use Socratic coaching

  • Set high expectations

Chapter 13


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