Groups of two or more people interacting and working towards common goals are considered teams. Teams are more effective than simple groups because they have task interdependence. There are two main types of teams - permanent teams that exist long-term and temporary teams formed for specific projects. Team effectiveness is influenced by factors like design, environment, and processes. Effective team design considers the task, size, and member composition. Teams go through stages of forming, storming, norming, and performing as they develop. Team cohesiveness and norms impact performance and satisfaction.
"Failure doesn't mean you are a failure it just means you haven't succeeded yet." - Robert H. Schuller
You can contact me if there is any question in lidiayemima@gmail.com
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
HRM- Organization Change Resistance
Resistance to Change – Kurt Lewin
Factors in Resistance to Change
Individual Resistance
Organization Resistance
What went wrong with Nokia
Reasons:
"Failure doesn't mean you are a failure it just means you haven't succeeded yet." - Robert H. Schuller
You can contact me if there is any question in lidiayemima@gmail.com
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
HRM- Organization Change Resistance
Resistance to Change – Kurt Lewin
Factors in Resistance to Change
Individual Resistance
Organization Resistance
What went wrong with Nokia
Reasons:
Concerned about turnover? Losing key employees? Want to increase performance?
Review this slideshow overview of our successful program designed to attract, develop and retain your best employees.
You’ve heard these phrases/ management jargons at work or while reading management books. Life at work has it’s own language & so does the management. You might know what some of these phrases mean….about some you are clueless? We bring to you the meaning of 20 such widely used phrases that the world of management cannot do without. More Information http://www.kamyabology.com/
How Teams Work Making Team Decisions Through Consensus Mike Cardus
Team Decision Making.
Managing & working on teams the procedures being used must be known, shared and understood.
What are often seen as ‘personality conflicts’ are usually just people with unknown work procedures.
Team Collaboration for Killer Creativity by NeigerDesignNeigerDesign
NeigerDesign creates brands that stand out and results that stand up.
Through a synthesis of ideas, words and pictures, our team of strategists, designers, content creators and web developers brings your brand to life – and puts it to work building value for your organization from day one.
Our creative process is methodical so that your brand is memorable and your results are measurable.
Concerned about turnover? Losing key employees? Want to increase performance?
Review this slideshow overview of our successful program designed to attract, develop and retain your best employees.
You’ve heard these phrases/ management jargons at work or while reading management books. Life at work has it’s own language & so does the management. You might know what some of these phrases mean….about some you are clueless? We bring to you the meaning of 20 such widely used phrases that the world of management cannot do without. More Information http://www.kamyabology.com/
How Teams Work Making Team Decisions Through Consensus Mike Cardus
Team Decision Making.
Managing & working on teams the procedures being used must be known, shared and understood.
What are often seen as ‘personality conflicts’ are usually just people with unknown work procedures.
Team Collaboration for Killer Creativity by NeigerDesignNeigerDesign
NeigerDesign creates brands that stand out and results that stand up.
Through a synthesis of ideas, words and pictures, our team of strategists, designers, content creators and web developers brings your brand to life – and puts it to work building value for your organization from day one.
Our creative process is methodical so that your brand is memorable and your results are measurable.
Crash Course on Creativity - Team 13732, Assignment 1Ioana Bour
To get to know some other participants in the course, you will be put on a team. Your assignment is to find as many things as you can that you ALL have in common. The more surprising the better!
You can use all the tools you have at your disposal to connect with one another, including "conversations" on this platform, email, skype, google docs, Prezi, Facebook, in person meetings, the phone, etc.
As a team, come up with an imaginative way to share these with the rest of the class. It can be a word doc, slides, drawing, video, etc… Use your imagination!
The submissions will be viewed by the entire class, allowing you to get a unique snapshot of all those who are participating.
7 Creativity Principles For User Experience TeamsTom Illmensee
User experience professionals are often among the most creative people in organizations. We're designers, problem-solvers, and dreamers. But how do we foster creativity within ourselves? How do we sharpen our skills? How do we nurture creativity within our teams and organizations? This talk describes practical ways solo practitioners and teams at all levels can discover and improve creative powers that produce better design outcomes for users, customers and organizations. Attendees will learn how to develop habits that unlock artistry, practice techniques that stimulate experimentation and innovation, and participate in a fun, interactive game that illustrates a simple solution to a common problem many UX people face working in Agile cultures. Inspiration guaranteed.
Presentation delivered by Janet Hahn, PhD, Coordinator, Center for Gerontology/Asst. Professor, School of Interdisciplinary Health Programs, Western Michigan University at the marcus evans Long-Term Care & Senior Living Central CXO Summit in October 2016 in Chicago
The third in a series of PowerPoint presentation on public policy analysis and decision making. While focusing on criminal justice is applicable to all government fields. The material is geared toward an elective course in Master's Program, or upper division in related government courses.
This is an awareness presentation on the issue of Gaza killings. To create awareness among the youth to take steps and condemn these sort of atrocities to the Muslim Ummah...
2. What are teams?
Groups of two or more people
who interact and influence
each other are mutually
accountable for achieving
common objectives and
perceive themselves as a social
entity within an organisation
Courtesy of the Royal Australian Navy
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2
3. Groups versus teams
All teams are groups
Some groups are just
people assembled
together
Teams have task
interdependence whereas
some groups do not (eg
group of employees
enjoying lunch together) Courtesy of the Royal Australian Navy
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 3
4. Types of teams
Permanent teams
team-based departments
team-based organisation
quality circles
Temporary teams
task forces
› temporary teams that investigate a problem
skunkworks
› formed spontaneously, using borrowed resources, to
develop products or solve problems
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 4
5. Why informal groups exist
Relatedness needs
fulfil need for social interaction
social identity
Goal accomplishment
Emotional support
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 5
6. Team effectiveness model
Organisational and Team
Team design
team environment effectiveness
• Reward systems •Task characteristics
•Team size • Achieve
• Communication
organisational
systems •Team composition goals
• Physical space
• Satisfy member
• Organisational needs
Team processes
environment
• Maintain team
• Organisational •Team development survival
structure •Team norms
• Organisational •Team roles
leadership •Team cohesiveness
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 6
7. Team design elements
Task characteristics
better when tasks are clear, easy to implement
task interdependence
share common inputs, processes or outcomes
Team size
smaller teams are better
but large enough to accomplish task
Team composition
members motivated/competent to perform task in a
team environment
team diversity
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 7
8. Homogeneous vs heterogeneous teams
Homogeneous teams Heterogeneous teams
Higher satisfaction More conflict
Less conflict Slower team development
takes longer to agree on
Faster team development norms and goals
More efficient coordination Better knowledge and
resources for complex tasks
Performs better on simple
tasks Tend to be more creative
Higher potential for support
outside the team
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 8
9. Stages of team development
Performing
Norming
Storming
Existing teams
Forming might regress Adjourning
back to an
earlier stage of
development
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 9
10. Team norms
Informal rules and expectations a team establishes
to regulate member behaviours
Norms develop through
explicit statements
critical events in team’s history
initial team experiences
beliefs/values members bring to the team
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 10
11. Changing team norms
Introduce norms when forming teams
Select members with preferred norms
Discuss counterproductive norms
Reward behaviours representing desired norms
Disband teams with dysfunctional norms
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 11
12. Causes of team cohesiveness
Member
similarity
External Member
challenges interaction
Team
cohesiveness
Team Team
success size
Somewhat
difficult entry
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 12
15. Cohesiveness and performance
Team norms
support Moderately High
firm’s high task task
goals
performance performance
Team norms Moderately
oppose Low task
low task
firm’s performance
goals performance
Low team High team
cohesiveness cohesiveness
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 15
16. The trouble with teams
Individuals better/faster on some tasks
Process losses cost of developing and maintaining
teams
Companies don’t support best work environment for
team dynamics
Social loafing
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 16
17. Supporting creativity at IDEO
Employees at Animal Logic, the
Sydney-based visual effects
company, demonstrate their
creative talent in The Matrix,
Moulin Rouge and other
blockbuster films. Hiring people
with diverse backgrounds and
living the Aussie culture seems to
contribute to the creative process.
Courtesy of Animal Logic
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 17
18. Creativity defined
Developing an original
product, service or idea that
makes a socially recognised
contribution
part of the decision-making
process not separate from
it
creativity is influenced by Courtesy of Animal Logic
both personal competencies
and organisational
conditions, supported by
creativity practices
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 18
19. Creative process model
Verification
Insight
Incubation
Preparation
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 19
20. Characteristics of creative
people
Intellectual abilities
synthetic, general, practical
Relevant knowledge and experience
Motivation and persistence
Inventive thinking style
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 20
21. Creative work environment
Organisational support
tolerates mistakes
encourages communication
offers job security
Intrinsically motivating work
task significance, autonomy, feedback
self-leadership
flow align competencies with job
Sufficient time and resources
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 21
22. Creative practices
Redefine Associative Cross-
the problem play pollination
• Jamming • Chain story • Diverse teams
• Review past • Artistic • In-house
projects activities presentations
• Tell me, • Metaphors • Displayed
stranger thinking
• Morphological
analysis
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22
25. Group polarisation process
High risk
Decision process
Team decision
Social support
Individual Persuasion
opinions
Shifting responsibility
Team decision
Low risk
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 25
26. General guidelines for team
decisions
Ensure neither leader nor any member
dominates
Maintain optimal team size
Team norms encourage critical thinking
Introduce effective team structures
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 26
27. Generating constructive controversy
Form heterogeneous decision making team
Ensure team meets often to face contentious issues
Members should take on different discussion roles
Team thinks about the decision under different
scenarios
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 27
31. Nominal group technique
Individual Team Individual
activity activity activity
Possible
Write down Vote on
Describe solutions
possible solutions
problem described
solutions presented
to others
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 31