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Day 9 - Foundations of individual and group behaviour

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Derek Nicoll
Derek Nicoll
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Understanding Work Teams PART IV: Leading 9
Understanding Work Teams PART IV: Leading 9
Learning Outcomes After this class, I will be able to:
Increasing work specialisation Productivity Line and staff authority Sexual Harassment Resistance to change Diversity Change process ‘ Calm waters’ Power core Employee participation Strategic human resource Training and development and level of the organisation Value is….? 4 types of work team Coercive power
Grouping of activities by territory Matrix organisation Job specification Change agent Entrepreneurs Synergy 4 functions of management 3 roles of managers Reduce stress Cognitive dissonance Reduce resistance Unit production Visible aspects of organisation vs. hidden aspects Organisational development Stimulate innovation
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The Popularity Of Teams ,[object Object],[object Object],[object Object],[object Object]
Stages of Team Development Exhibit 9.1
The Stages Of Team Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Work Groups And Work Teams ,[object Object],[object Object],[object Object],[object Object]
Comparing Work Teams and Work Groups Exhibit 9.2
Types of Work Teams Exhibit 9.3
Types Of Work Teams ,[object Object],[object Object],[object Object],[object Object]
Types Of Work Teams (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Types Of Work Teams (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Entrepreneurs’ Use of Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Entrepreneurs Use Teams ,[object Object],[object Object],[object Object],[object Object],[object Object]
Characteristics of High-performing Work Teams Exhibit 9.4
Challenges to Creating Team Players ,[object Object],[object Object],[object Object],[object Object]
Team Member Roles Exhibit 9.5 Source: Based on C. Margerison and D. McCann, Team Management: Practical New Approaches (London: Mercury Books, 1990).
Shaping Team Behavior ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to Reinvigorate Mature Teams Exhibit 9.6
Teams And Continuous Process Improvement Programs ,[object Object],[object Object]
Workforce Diversity’s Effects on Teams ,[object Object],[object Object],[object Object]

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Day 9 - Foundations of individual and group behaviour

  • 1. Understanding Work Teams PART IV: Leading 9
  • 2. Understanding Work Teams PART IV: Leading 9
  • 3. Learning Outcomes After this class, I will be able to:
  • 4. Increasing work specialisation Productivity Line and staff authority Sexual Harassment Resistance to change Diversity Change process ‘ Calm waters’ Power core Employee participation Strategic human resource Training and development and level of the organisation Value is….? 4 types of work team Coercive power
  • 5. Grouping of activities by territory Matrix organisation Job specification Change agent Entrepreneurs Synergy 4 functions of management 3 roles of managers Reduce stress Cognitive dissonance Reduce resistance Unit production Visible aspects of organisation vs. hidden aspects Organisational development Stimulate innovation
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  • 16. Stages of Team Development Exhibit 9.1
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  • 19. Comparing Work Teams and Work Groups Exhibit 9.2
  • 20. Types of Work Teams Exhibit 9.3
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  • 26. Characteristics of High-performing Work Teams Exhibit 9.4
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  • 28. Team Member Roles Exhibit 9.5 Source: Based on C. Margerison and D. McCann, Team Management: Practical New Approaches (London: Mercury Books, 1990).
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  • 30. How to Reinvigorate Mature Teams Exhibit 9.6
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