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a self-managing work team operates without a manager and is responsible for a complete work process or segment robbins bergman stagg amp coulter 2009
these characteristics tend to create a group of individuals rather than a cohesive team what concerns hambrick 1994 is that a lack of information
top management teams tmts consist of top managers involved in strategic decision making identified by the ceo amason 1996 research by hambrick 1994
fall off the authority balance beam a careful balance between managerial and team authority is needed managers need to exercise their authority about
hackman 1990 has identified some tripwires regarding the design and implementation of teams if your team is not performing as effectively as you
according to lataneacute 1981 the very nature of groups allows certain individuals to contribute less to the group outcome than they would have had
a leader prescriptions assign everyone the role of critical evaluator be impartial do not state preferences assign the
groupthink occurs when a groups overriding concern is with consensus and mutual agreement rather than to conduct a critical analysis of alternatives
when assessing whether a team is effective we need to understand the proximal issues that the team has influence over and also the team outcomes
the more cohesive the group the stronger its norms will be and the more likely the group will be punitive and intense when deviant behaviour
norms are formed and enforced only in relation to things that have significance for the group norms convey what is distinctive about the group to
cultural orientation of group members for example a group of israeli workers may have different cultural norms from a group of american workers
carry-over behaviour from past situations expectations about appropriate behaviour are carried into the new situation people meeting for the first
primacy the first behaviour patterns that emerge may set expectations of how to act later for example people sometimes sit in the same seats as in
norms are acceptable ways of behaving within a group that are shared by the groups members you may have noticed that in some groups that meet
these two models are not necessarily contradictory to each other in fact chang bordia and duck 2003 found that both models complement each other they
the team leaders role is to manage this process and ensure smooth transitions from one stage to the next team-building workshops and interventions
a commonly used model for the stages teams go through is tuckman and jensens 1977 framework this stage model is an observation by the authors of the
most certainly transition and action processes are more influential for performance outcomes for example if a team is facing issues with product
finally affect management involves regulating members emotions during mission accomplishment including but not limited to social cohesion frustration
the social and motivational forces that exist between team members create a bond or cohesion among them beal et al 2003 p 989 motivatingconfidence
during both action and transition phases a team must manage three interpersonal processes conflict motivation and emotions the ways in which a team
during the action phase the team proceeds to the accomplishment of its tasks what becomes important at this stage is feedback tracking resources and
during strategy formulation the team needs to set expectations and priorities as well as assign tasks and roles when teams are unable to develop
goal specification refers to the identification and prioritization of goals and subgoals for mission accomplishment marks et al 2001 p 365 in other