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Lecture

Chapter 7 - MHR 405


Department
Human Resources
Course Code
MHR 405
Professor
Frank Miller

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MHR 405: Chapter 7 - Team Dynamics and Effectiveness
GROUPS & TEAMS
Group - two or more people with common interests, objectives, and continuing int
eraction
Team
groups who are interdependent upon each other to achieve a particular task
and who hold themselves accountable to each other
Self-Manage teams do not always work because some people may not be able manage
themselves
TEAM DESIGN INFLUENCES
Team Task
Structure versus Unstructured
Level of Task Interdependence
Organizational Support and Sponsorship
Team Size
Composition of Team
Heterogeneous versus Homogeneous : Hetero will perform better on complex tasks;
homo will have head start because of familiarity
TEAM COHESION
Teams with high cohesiveness
demonstrate lower tension & anxiety
demonstrate less variation in productivity
demonstrate better member satisfaction, commitment, & communication
More likely to experience Groupthink
TEAM ROLES
Individual Roles for Team Effectiveness:
Task Facilitation Related Roles
Relationship Building Roles
Individual Roles that Reduce Team Effectiveness:
Individual Blocking Roles
Social Loafing
Lone Wolf
Groupthink
Belbin
s Team Roles:
Coordinator
Shaper
Implementer
Completer/finisher Monitor/Evaluator
Plant
Specialist
Resource/investigator
Team Worker
CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS
Open-Mindedness
Emotional Stability
Accountability
Problem-Solving Abilities
Good Communication Skills
Good at Conflict Resolution
Trust
TEAM BUILDING
Purpose: To improve task accomplish and help members improve interpersonal and
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