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Chapter 9

by: Sarah Ma

Chapter 9 BUS 1010

Sarah Ma
GPA 3.8
Business Leadership

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About this Document

Chapter 9 notes in preparation for Friday's quiz.
Business Leadership
Test Prep (MCAT, SAT...)
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This 4 page Test Prep (MCAT, SAT...) was uploaded by Sarah Ma on Wednesday February 4, 2015. The Test Prep (MCAT, SAT...) belongs to BUS 1010 at Worcester Polytechnic Institute taught by Vassallo in Winter2015. Since its upload, it has received 151 views. For similar materials see Business Leadership in Business at Worcester Polytechnic Institute.


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Date Created: 02/04/15
Chapter 9 Developing Teamwork 1 Team Work group that must rely on collaboration if each member is to experience the optimum success and achievement a All teams are groups but not all groups are teams teams is used too loosely b Characterized by A common commitment i A team accomplishes many collective work products ii Shared leadership roles 2 Teamwork Work done with an understanding and commitment to group goals on the part of all team members a Developing teamwork is such an important leadership role that team building is said to differentiate successful from unsuccessful leaders 3 Leader s in a teambased organization a Key roles i Building trust and inspiring teamwork ii Coaching team members toward higher level performance iii Facilitating and supporting team s decisions iv Expanding team s capability v Creating a team identity vi Anticipating and in uencing change vii Inspiring the team toward higher levels of performance viii Enabling and empowering group members to accomplish work ix Encouraging team members to eliminate lowvalue work b It s important that group of people do not report directly to him c External Leader When the leader is not a member of the team i When the leaders were too actively involved in coaching the team and in sense making satisfaction with leadership declined d Sense Making identifying important environmental events and offering interpretations of these events to the team 4 Team work enhancing actions leaders can take using their own resources INFORMAL a Defining the team s mission Commitment to a clear mission is a key practice i Why are we doing this ad What are we trying to accomplish ii Mission statements should set out specific goal purpose and philosophical tone b Establishing a climate of trust i Transparent Being open about problems facing the group and being candid in expressing opinion ii Leader must be credible and engage in trustworthy behaviors encourage open communication and share information p n Developing a norm of teamwork including emotional intelligence i Promote attitude that working together effectively is expected Cooperating theory Belief in cooperation and collaboration rather than competitiveness as a strategy to build teamwork i Encourage team members to treat each other as customers polite ii State desirability of teamwork regularly iii Communicate the norm of teamwork 1 Emphasize team members amp teammate 2 Deemphasize subordinates and employees iv Establish a code of conduct that everyone agrees to follow Group emotional intelligence Leader s role in developing teamwork i Group identity defined in mission statement ii Group efficacy Feeling competent to complete the group task iii Mutual trust iv Bring emotions to the surface in group meetings amp see how they affect group s work Emphasizing pride in being outstanding group should be proud of accomplishments Serving as a model of teamwork including power sharing i Reveal important info about ideas and attitudes relevant to group s work 1 Leads to shared perceptions and concerns ii Interacting extensively with team members exemplifies informal communication iii Share power with group members Using a consensus leadership style when a leader practices consensus decision making i Exchanging of ideas within group Establishing urgency demanding performance standards and providing direction i Team needs to believe it has urgent constructive purposes ii Need a list of explicit expectations more urgent amp relevant rationale makes its more likely for team to achieve its potential Encouraging competition with another group rivalry rather than intense competition Encouraging use of jargon creates bond among team members Minimizing micromanagement i Leaders must give members opportunity to manage their own activities Practicing E Leadership for virtual teams i E Leadership Form of leadership practiced where work is mediated by information technology ii Can send congratulatory e mails Conclusions i When building a virtual team solicit volunteers when available volunteers have valuable skills ii Ensure that the task is meaningful to the companyteam iii Establish and maintain trust through the use of communication technology deciding on what info gets communicated and to whom iv Ensure that diversity in the team is understood appreciated and leveraged 1 Create an expertise directory photo of members with details of training amp experience V Maintain frequent communications including virtual meetings 1 Communication should be frequent and rapid vi Monitor team progress through the use of technology vii Enhance external visibility of the team and its members receiving rewards and recognition builds team spirit viii Ensure that individuals benefit from participating in virtual teams ix To maintain a high touch environment conduct one or two face to face meetings per year 1 Lack of attention is a warning sign x Recognize and reward above average individual and team performance 5 Actions requiring organization structure or policy formal a b Designing physical structures that facilitates communication i Ex Conference room beverage lounge etc Emphasizing group recognition and rewards emphasize team s value to organization rather than individual Initiation ritual and ceremony reinforce values spirit and bond of workers Practicing open book management When every employee is trained empowered and motivated to understand company s business goals i Workers share strategic and financial info as well as responsibility Selecting team oriented members select members with aptitude skill and interest in teamwork Using technology that enhances teamwork i Groupware Information technology that foster collaboration Blending representatives from the domestic company and foreign nationals on the team i Balance optimizes everyone s skill set and opens new opportunities 6 Offsite training and team development a b C Experiential activities help develop teamwork outdoor amp wilderness training i People confront physical challenges and exceed their self imposed limitations ii Ex Repairing houses rope activities work with horses etc People learn communication skills trust self confidence appreciate hidden strengths learn to work better with others Transferring of training from outdoors to the office hold debriefing and follow up session i Debriefing After out door training when participants review what they learned d Some people don t like outdoor training because i Threat to life groin injuries does not spill into workplace would rather be in a relaxing environment Leader Member Exchange LMX Proposes hat leaders develop unique working relationship with group members a In group subset of employees that is given additional rewards responsibility and trust in exchange for loyalty and performance i Invited to participate in important decision making ii Less likely to quit iii Work harder to please the leader iv Transformational relationships were stronger for followers who perceived hi ghquality relationships with supervisors v Dyad Each pair of relationships vi Leaders and group members may perceive the quality of the exchange differently b Out Group Treated with a more formal understanding of leader group member relations less likely to experience good teamwork i Being a member of out group does not make a positive contribution c Reciprocity between leader and members d LMX is usually formed in the first days of the relationship first impressions are important


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