This document summarizes key concepts from a chapter about managing groups and teams in organizations. It discusses types of groups like formal and informal groups, as well as periods of group development. It also covers topics like social loafing, team tasks, team roles, and challenges of virtual teams. Additional concepts summarized include self-managed teams, designing effective teams, and decision making models and traps. Leadership styles are briefly touched on, including transformational, transactional, and authentic leadership.

1. Human Relations in BusinessWeek 4 Discussion

3. Understand the difference between groups and teams

4. Compare and contrast different types of teams

5. Understand how to design effective teams

6. Explore teams and ethics

7. Understand cross-cultural influences on teams© 2010 Jupiterimages Corporation

9. Types of Groups: Formal and Informal

11. Periods of stability Change Periods of rapid change Time

16. Social Loafing and Collective Efficacy

20. Three Major Classes of Team Tasks

22. Team Role Typology These 10 roles include task roles (light yellow), social roles (medium orange), and boundary spanning roles (dark orange)

24. A product development team can be temporary or ongoing

26. If individuals in a virtual team are not fully engaged and tend to avoid conflict, team performance can suffer

27. Self-Managed Teams

29. Team leadership is a major determinant of how autonomous a team can be

30. Designing Effective Teams

31. © 2010 Jupiterimages Corporation

33. Square Wheels Exercise and Group Discussion Used with permission. © Performance Management Company, 1992-2004. Square Wheels® is a registered servicemark of PMC Sometimes it is difficult to start a conversation around team ground rules and performance. Ideas about what is happening in this picture represents how many organizations seem to operate. Have everyone in your group write as many key issues and opportunities for improvement as possible.

36. Photo used by permission by Jason Yip

38. Building Your Cohesive Team

40. Compare and contrast different decision making models

41. Compare and contrast individual and group decision making

42. Understand potential decision making traps and how to avoid them

43. Understand the pros and cons of different decision making aids

44. Engage in ethical decision making

45. Understand cross-cultural differences in decision making © 2010 Jupiterimages Corporation

51. Bounded Rationality Model

54. Dimensions of Creativity

57. Choosing A Decision Making Model

58. What do you see as the main difference between a successful and an unsuccessful decision? How much does luck versus skill have to do with it? How much time needs to pass before you can evaluate the success of a decision? Research has shown that over half of the decisions made within organizations fail. Does this surprise you? Why or why not?

59. Faulty Decision Making

60. Overconfidence Bias Hindsight Bias

63. Source: http://upload.wikimedia.org/wikipedia/commons/b/b0/Iridium_phone.jpg

64. When it comes to decision making, are two heads better than one? Individual Decision Making Advantages

66. Source: http://en.wikipedia.org/wiki/Image:Challenger_flight_51-l_crew.jpg

67. Eight Symptoms of Groupthink

68. Tools and Techniques for Making Better Decisions

69. © 2010 Jupiterimages Corporation

72. Describe behaviors that effective leaders demonstrate

73. Specify the contexts in which various leadership styles are effective

74. Explain the concepts of transformational, transactional, charismatic, servant, and authentic leadership© 2010 Jupiterimages Corporation

78. Behavioral approaches to leadership show that task oriented and people oriented behaviors are two key aspects of leadership © 2010 Jupiterimages Corporation

79. What Do Leaders Do? Behavioral Approaches to Leadership

81. Contingency Approaches to LeadershipThe Role of Context

82. Fiedler’s Contingency Theory

83. Leaders choose from four basic situational leadership styles as defined by Blanchard and Hersey. The style that a leader chooses is determined by situational factors such as employee readiness.

84. Development of the Individual

86. Path-Goal Theory of LeadershipInfluenced by Expectancy Theory of Motivation

88. Predictions of Path-Goal Theory

89. Vroom and Yetton- Leadership Decisions

90. . The Decision Tree Source: Used by permission from Victor H. Vroom.

91. Which of the leadership theories covered in this section do you think are most useful, and least useful, to practicing managers? Why?

93. Transformational leaders lead employees by aligning employee goals with the leader’s goals Inspirational motivation Intellectual stimulation Charisma Individualized consideration Transformational Leaders

97. Self-Assessment: Rate Your LMX Answer the following questions using: 1 = not at all, 2 = somewhat, 3 = fully agree 1. _____ I like my supervisor very much as a person. 2. _____My supervisor is the kind of person one would like to have as a friend. 3. _____My supervisor is a lot of fun to work with. 4. _____My supervisor defends my work actions, without complete knowledge of the issue. 5. _____ My supervisor would come to my defense if I were “attacked” by others. 6. _____ My supervisor would defend me if I made an honest mistake. 7. _____ I do work for my supervisor that goes beyond what is specified in my job description. 8. _____ I am willing to apply extra efforts to further the interests of my work group. 9. _____ I do not mind working my hardest for my supervisor 10. _____I am impressed with my supervisor’s knowledge of his/her job. 11. _____ I respect my supervisor’s knowledge of and competence on the job. 12. _____ I admire my supervisor’s professional skills. Scoring: Liking=1+2+3, Loyalty=4+5+6, Contribution=7+8+9, Professional Respect=10+11+12 Source: Liden, R. C. & Maslyn, J. M. (1998). Multi-dimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24, 43-72. Used by permission of Sage Publications.

98. Servant Leadership

100. Authentic Leadership

101. Witnessing his father’s losing jobs due to medical problems, he became passionate about a company’s need to care for its employees. Source: http://upload.wikimedia.org/wikipedia/commons/archive/a/ae/20081006001508!Howard-Schultz-Starbucks.jpg

102. Develop Your Authentic Leadership Skills