Chapter 6 Working and Writing in Teams.docx

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Department
Business Administration - Accounting & Financial Planning
Course
Business Administration - Accounting & Financial Planning EAC349
Professor
marciagunter
Semester
Winter

Description
Chapter 6 Working and Writing in Teams Wikis – E.g. Wikipedia  Many can join in  Wiki adopters reduced email volume and meeting time  Concerns: about storage, best practices, legal compliance, reputation etc. Teamwork requires trust which takes preparation and planning, well-defined goals, clear lines of authority, cultural competence and effective interpersonal communication  In writing teams, careful attention for both team and writing process improves the final product and members’ satisfaction with the team Listening  Difficult on the job since assumes a familiarity with the organizational culture and its conventions; also need to listen for connotation and voice qualities  Hearing is perceiving but listening means decoding and interpreting o Listening requires consciousness, positive attitude, openness and attention to verbal or nonverbal cues  Helps learn about our culture, ourselves and thinking  Harder for people in low context cultures  To avoid polite listening and improve listening o Make a list of questions and listen for answers o Clarify your understanding with other person o Write down key points  Acknowledgement responses: carry the message you are listening to – nods, uh huhs etc  Active listening: feed back the literal meaning or the emotional content or both o Paraphrase rather than order o Mirror feelings rather than criticize o State own feelings instead of interrogating o Ask for info or clarification instead of min. the problem o Offer to help instead of advising Group interactions and Team Formations Teams can focus on  Informational messages: focus on the content – problem, data, solutions  Procedural messages: focus on method and process – how? Who? When?  Interpersonal messages: focus on people, promoting friendliness, cooperation and loyalty 4 stages of Team Formation  Orientation: members meet and begin to define tasks; need to develop social cohesiveness and procedures for meetings. Interpersonal and procedural comments reduce the tension but focus on info can hurt long term productivity o Listen to & respect opinions o Confront person in private o Avoid personal attacks o Focus comments on issues o Practice NOSTUESO o Ensure 70% comfortable with the decision, o Prep for meetings 100% committed to implementing o If you agree to do something, do it. If you can’t, communicate asap  Formation: conflicts when choosing leader and defining the problem. Leader should ensure procedures are clear and agreeable; groups should analyze the problem before solving  Coordination: longest and most productive phase; comments should deal with info. Conflicts when debating solutions  Formalization: seeking consensus; success of this phase shows how well the decision will be implemented and whether group consolidates identity as a team Trust in teams  Problem focused performance, efficient communication and coordination, quality outcomes  Less stress, frustration, resentment Team Roles Positive Roles and Actions to Achieve Team Goals  Seeking info and opinions – asking questions, identifying gaps in knowledge  Giving info and opinions  Summarizing – restating major points, summarizing decisions  Evaluating – comparing group processes and products to standards and goals  Coordinating – planning, giving direction, fitting together contributions Positive for Loyalty, Conflict Resolution and Smooth Functioning  Encouraging participation  Relieving tensions – breaks, jokes  Checking feelings  Solving interpersonal problems  Listening actively Negative Roles Affecting Team Product and Process  Blocking: disagreeing with ideas  Clowning: distracting, unproductive jokes  Dominat’g: order’g, shutt’g out  Withdrawing: silence, no contributing/helping Leadership in Teams Effective teams balance 3 kinds of leadership – should rotate even though one person can do it  Informational leaders – generate and evaluate ideas  Interpersonal leaders – monitor process, feelings, resolve conflicts  Procedural leaders – set agendas, communicate Decision making strategies Standard agenda  Understand what group has to deliver and when. Identify available resources  Identify the problem  Gather info  Establish criteria – of what is an acceptable solution, any legal, financial or moral limitations?  Generate alternate solutions  Compare alternatives with criteria  Choose the best Dot planning  Brainstorm ideas and put them on the wall  Each individual gets 2 strips of 3-5 different colored adhesive dots for high and low priority  Then put the dots by the points they care about the most Avoid groupthink – can cause failure to prepare contingency plans Ethnically diverse teams produce more and higher q
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