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Developing
High-Performance
Teams
10
McGraw-Hill Ryerson
Don Golding
Don Golding
McShane/ Canadian OB 6e
Self-Directed
Work Teams
Responsible for
correcting
problems
McShane/ Canadian OB 6e
Team assigns
tasks to
members
Controls work
input, flow, and
output
McShane/ Canadian OB 6e
McShane/ Canadian OB 6e
Challenges to SDWTs
Cross-cultural issues
Difficult to implement in some cultures
Management resistance
Concerned about losing power, status, jobs
Shift from command/control to mentor/facilitator
Employee and labour union resistance
McShane/ Canadian OB 6e
McShane/ Canadian OB 6e
McShane/ Canadian OB 6e
Creative combination of
communication channels
Team Tasks
Structured tasks
Moderate interdependence
Team Size
McShane/ Canadian OB 6e
10
Team
Processes
Team Trust
McShane/ Canadian OB 6e
11
Trust Defined
A psychological state comprising
the intention to accept vulnerability
based upon positive expectations
of the intent or behaviour of
another person.
McShane/ Canadian OB 6e
12
High
Identity-based Trust
Knowledge-based Trust
Calculus-based Trust
Low
McShane/ Canadian OB 6e
13
McShane/ Canadian OB 6e
14
Propensity to Trust
Some people are inherently more willing to
trust others
Propensity to trust influenced by personality,
values, and socialization experiences
Also varies with emotions at the moment
McShane/ Canadian OB 6e
15
McShane/ Canadian OB 6e
16
Time to organize/coordinate
Production blocking
Evaluation apprehension
17
18
McShane/ Canadian OB 6e
19
High risk
Social support
Individual opinions
before meeting
Persuasive
arguments
Shifting
responsibility
Low risk
Low risk
McShane/ Canadian OB 6e
Individual opinions
after meeting
20
McShane/ Canadian OB 6e
21
McShane/ Canadian OB 6e
22
Constructive Conflict
23
Rules of Brainstorming
1. Speak freely
2. Dont criticize
3. Provide as many ideas as possible
4. Build on others ideas
McShane/ Canadian OB 6e
24
Evaluating Brainstorming
Strengths
Weaknesses
McShane/ Canadian OB 6e
25
Electronic Brainstorming
Participants share ideas using software
Usually in the same room, but may be
dispersed
Question posted, then participants submit
their ideas or comments on computer
Comments/ideas appear anonymously on
computer screens or at front of room
McShane/ Canadian OB 6e
26
Weaknesses
Too structured
Technology-bound
Candid feedback is threatening
Not applicable to all decisions
McShane/ Canadian OB 6e
27
Describe
problem
McShane/ Canadian OB 6e
Individual
Activity
Team
Activity
Individual
Activity
Write down
possible
solutions
Possible
solutions
described
to others
Vote on
solutions
presented
28
Team Building
Any formal intervention directed toward
improving the development and functioning
of a work team
Accelerates team development
Applied to existing teams that have
regressed in team development
McShane/ Canadian OB 6e
29
McShane/ Canadian OB 6e
30
McShane/ Canadian OB 6e
31
C H A P T E R: T E N
Developing
High-Performance
Teams
10
McGraw-Hill Ryerson