TAILIEUCHUNG - Lecture Management (2nd edition) – Chapter 12: Managing team performance

This chapter’s objectives are to: Describe why managers form working groups to achieve results, explain the characteristics of teams, explain team dynamics and its relationship to performance, compare and contrast productive and unhealthy conflict as it relates to organizational results, develop a strategic plan to increase team performance. | Chapter 12 Managing Team Performance Describe why managers form working groups to achieve results Explain the characteristics of teams Explain team dynamics and its relationship to performance Compare and contrast productive and unhealthy conflict as it relates to organizational results Develop a strategic plan to increase team performance Learning Objectives Team Purposeful group formed to accomplish a project, task, or goal Help solve cross-disciplinary problems, traverse cultural boundaries, and drive initiatives Social loafing – members of a team contribute less effort than they would if they were individually responsible Teams can work as long as there is a reason for them to exist in the first place How Teams Make a Difference (p. 302) Power of teams (p. 303) If managed the right way, teams can be effective in attaining goals Formal team – working group formed by an organization’s management to achieve specific, agreed-upon strategies, plans, and outcomes Informal team – working

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