14 Groups and Teams OThe McGraw-Hill Companies. Inc, 2000
14-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Groups and Teams 14
14-2 Groups. Teams and Effectiveness o Group: two or more people who interact with each other to accomplish a goal other to achieve a specific common goalch oTeam: group who work intensively with es All teams are groups, BUT, not all groups are teams o Teams often are difficult to form a Takes time for members to work together a Teams can improve organizational performance Irwin/McGraw-Hill CThe McGraw-Hill Companies, Inc, 2000
14-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Groups, Teams and Effectiveness ⚫Group: two or more people who interact with each other to accomplish a goal. ⚫Team: group who work intensively with each other to achieve a specific common goal. ◼ All teams are groups, BUT, not all groups are teams. ⚫Teams often are difficult to form. ◼ Takes time for members to work together. ◼ Teams can improve organizational performance
14-3 Groups Teams Impact Effectiveness Figure 14.1 Enhance Performance Increase G roups Responsiveness to customer and Gaining a Teams Competitive Increase Advantage an Innovation Increase Motivation Satisfaction " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Groups & Teams Impact Effectiveness Groups and Teams Can... Enhance Performance Increase Responsiveness to customer Increase Innovation Increase Motivation & Satisfaction Gaining a Competitive Advantage Figure 14.1
14-4 Competitive advantage with Groups Teams Performance Enhancement: Make use of synergy Workers in a group have the opportunity to produce more or better output than separate workers a Members correct other s errors bring new ideas to bear a Managers should build groups with members of complimentary skills Responsive to Customers: Difficult to achieve given many constraints o Safety issues, regulations, costs e Cross-functional teams provide the wide variety of skills needed Teams consist of members of different departments " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Competitive Advantage with Groups & Teams ◼ Performance Enhancement: Make use of synergy ◆ Workers in a group have the opportunity to produce more or better output than separate workers. ◼ Members correct other’s errors, bring new ideas to bear. ◼ Managers should build groups with members of complimentary skills. ◼ Responsive to Customers: Difficult to achieve given many constraints. ◆ Safety issues, regulations, costs. ◆ Cross-functional teams provide the wide variety of skills needed. ◼ Teams consist of members of different departments
14-5 Competitive Advantage, Cont Innovation: individuals rarely possess the wide variety of skills needed Team members also uncover flaws and develop new ldeas Managers should empower the team for the full Innovation process Motivation: members of groups, and particularly teams are often better motivated and satisfied than individuals It is fun to work next to other motivated people e Team members see their contribution to the team Teams also provide social interaction " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
14-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Competitive Advantage, Cont. ◼ Innovation: individuals rarely possess the wide variety of skills needed. ◆ Team members also uncover flaws and develop new ideas. ◆ Managers should empower the team for the full innovation process. ◼ Motivation: members of groups, and particularly teams, are often better motivated and satisfied than individuals. ◆ It is fun to work next to other motivated people. ◆ Team members see their contribution to the team. ◼ Teams also provide social interaction