10: Managing Groups and Teams
- Page ID
- 48560
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)Discuss strategies to manage groups and teams
- Describe the relationship between general group and team management with various structures and techniques
- Describe the study and theories of group and teamwork
- 10.1: Managing Teams Today
- This page explores the shift from traditional bureaucratic management to flexible, team-based strategies in organizations. It highlights the need for a balance between managerial controls and team autonomy, focusing on setting high expectations and support for teams. SEI Investments is cited as an example of successfully adopting this approach to better serve clients.
- 10.2: Putting It Together- Managing Groups and Teams
- This page stresses the critical role of teamwork in achieving major business successes, illustrated by examples such as Ford, Steve Jobs, and Disney. It underscores that a well-balanced team, coupled with strong leadership, can produce outcomes exceeding individual contributions, which is vital for organizations to thrive amid ongoing change.
- 10.3: Discussion- Managing Groups and Teams
- This page describes a client-facing team at Workplace Solutions Consulting, which includes a business development expert, technical SME, process-improvement specialist, and support technician. While they operate independently, they maintain daily and weekly communication to align goals. It also includes a discussion prompt on effective team structures and a grading rubric for postings and responses.
- 10.4: Assignment- Individual and Group Behavioral Theories Applied to the Workplace
- This page discusses a consulting project at Workplace Solutions Consulting LLC focused on remote team dynamics. It involves using the Myers-Briggs Indicator to determine suitable personality traits for remote work, exploring the balance between individuality and conformity in teams, and examining how a structured workplace influences the Big Five personality traits.
- 10.5: Why It Matters- Managing Groups and Teams
- This page highlights the significance of teamwork in achieving success, particularly through Mastercard's collaborative turnaround strategy. The creative synergy among three team members led to the development of the memorable "some things money can't buy" ad, illustrating the power of collective brainstorming.
- 10.6: Introduction to Group and Team Management
- This page discusses the differences between groups and teams using sports as an analogy, highlighting the advantages of teamwork. It underscores that successful teams create synergy and achieve more collectively than individuals. The text emphasizes the importance of recognizing these distinctions for organizations to effectively build and manage teams.
- 10.7: Groups vs. Teams
- This page distinguishes between a group and a team in organizations, noting that a group shares information for individual responsibilities, while a team collaborates towards common goals with mutual accountability. The Apollo 13 mission exemplifies effective teamwork through commitment and synergy. The trend towards team-oriented structures emphasizes employee empowerment and high-performance expectations as vital for success.
- 10.8: Types of Teams
- This page discusses different types of teams organizations use based on task complexity and member fluidity. Simple work teams handle straightforward issues with stable members, while administrative teams address complex problems with changing members. Cross-departmental teams focus on integration, process teams improve strategic tasks, self-managed teams operate independently, and virtual teams collaborate online across distances. Each team type fulfills specific organizational goals.
- 10.9: Creating Effective Teams
- This page offers guidance on creating effective teams by focusing on four key areas: context, composition, work design, and process. Effective teams are distinguished from groups by their productivity, and their performance is measured by both output and satisfaction. Flexibility in applying these guidelines is crucial, as individual needs may vary. The text acknowledges contributions from licensed content throughout the discussion.
- 10.10: Team Players
- This page addresses the difficulties of cultivating teamwork in organizations, highlighting the significance of employee selection, training, and reward systems. It notes that not all employees naturally adapt to teamwork, influenced by personal preferences and organizational culture. Through targeted training and restructured reward systems that emphasize collaboration, companies can enhance teamwork.
- 10.11: Introduction to Theories of Group and Teamwork
- This page discusses the study of groups and teamwork, focusing on self-managed teams as high-performing yet uncommon. It highlights the importance of leaders in guiding teams to achieve goals and reviews historical leadership theories that have evolved since the Industrial Age. The text aims to deepen understanding of effective leadership and the factors that contribute to creating a high-performing team.
- 10.12: Early Management Theories
- This page explores the evolution of team management theories from the Industrial Revolution to the 20th century. It covers key concepts such as Frederick Taylor's Scientific Management, Max Weber's Bureaucratic Management, and Henri Fayol's Administrative Management, which emphasize efficiency, structure, and core management functions, respectively.
- 10.13: Modern Management Theories
- This page explores modern management theories, including the systems view, which highlights interrelated organizational components; the contingency view, which suggests that management effectiveness varies based on factors like size and environmental stability; and the chaos view, emphasizing the need for flexibility and adaptability in response to change. It asserts that effective management requires responsiveness to unpredictable challenges and customer demands.