MHR 505 Lecture 4: teams

• School: Ryerson University
• Department: Human Resources
• Course: MHR 505
• Professor: Frank Miller

Document Summary

Mutually accountable for achieving common goals influence each other. How long that type of team usually exists. Degree of skill/knowledge diversity in the team. Degree that decision-making responsibility is distributed throughout the team or centralized. Groups that exist primarily for the benefit of their members. Social identity -- we define ourselves by group memberships. Process losses resources needed for team maintenance. Social loafing members potentially exert less effort in teams than alone. Brooks" law adding more people to a late software project only makes it later. Psa peugeot citro n set up an obeya room (shown here) to speed up team decision making. Plastered with charts and notes on key issues, the space encourages face-to-face interaction to quickly resolve issues. Team members must share materials, information, or expertise to perform their jobs. Teams are usually better because high interdependence. But teams less effective if task goals differ (e. g. serving different clients) use other requires better communication/coordination and coordinating mechanisms.