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MGCR 222 (39)


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McGill University
Management Core
MGCR 222
Patricia Hewlin

Ch9: UNDERSTANDING WORK TEAMS WHY HAVE TEAMS BECOME SO POPULAR?  More flexible and responsive  Quickly assemble, deploy, refocus, disband  Motivational properties o Increase employee participation  Democratization of org DIFFERNCES BTW GROUPS & TEAMS  A work group o A group that interacts primarily to share info & make decisions to help each member perform within his area of responsibility o Performance = sum of each member’s individual contribution  A work team o Generates positive synergy through coordinated effort o Creates the potential for an org to generate greater outputs Work group Work team Goal Share info Collective performance Synergy Neutral Positive Accountability Individual Individual & mutual Skills Random & varied Complementary TYPES OF TEAMS  Problem Solving Teams o Share info o Suggestion of work process improvement  Self Managed Work Teams o Highly related or interdependent jobs o Selection of our own members o Evaluation of performance  Cross Functional Teams o Employees from about the same hierarchical level but ≠ work areas but come together to accomplish a task o To exchange info o To develop new ideas o To work with diversity & complexity  Virtual Teams o Computer technology to unite physically dispersed members and achieve a common goal o Communication links  Wide area networks, video conferencing, e-mail… o Challenges  Less social rapport  More task oriented o To be more effective  Trust established  Team progress monitored closely  Efforts publicized thru the org CREATING EFFECTIVE TEAMS  Context: Factors for Successful Teams o Adequate resources  Timely info, proper equipment, adequate staffing, encouragement, admin assistance… o Leadership & structure  Multi team system  ≠ teams coordinate their efforts to produce a desired outcome o Climate of trust  Facilitates cooperation  Reduces need to monitor each other  More likely to take risks o Performance evaluation & reward systems  Team Composition o Abilities of members  Technical expertise  Problem solving and decision making skills  Identify pbs, generate alternatives, make competent decisions  Interpersonal skills  Good listening, feedback, conflict resolution o Personality of members o Allocation of roles  Adviser  Fights external battles  Maintainer  Encourages search for more info  Controller  Examines details
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