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Summary King, D; Lawley, S; Organisational behaviour - Chapter 6 Managing groups and teams $3.50
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Summary King, D; Lawley, S; Organisational behaviour - Chapter 6 Managing groups and teams

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  • Course
  • Organisational Behaviour and Management
  • Institution
  • Wageningen University (WUR)
  • Book
  • Organizational Behaviour

English summary of Chapter 6 'Managing groups and teams' from the book 'Organisational behaviour' written by Daniel King and Scott Lawley.

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  • No
  • Chapter 6
  • September 28, 2015
  • 3
  • 2015/2016
  • Summary

Subjects

  • organisationsal behaviour
  • management
  • managing groups and teams
  • daniel king
  • scott lawley
  • chapter 6

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  • Wageningen University (WUR)
  • BSc tourism
  • Organisational Behaviour and Management
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Chapter 6 Managing groups and teams

Working together requires listening, understanding, cooperation, and negotiation

Groups: also friends  not necessarily work together for a common purpose
Team: more specific purpose and function, but independent in their tasks

Teams:
- Independent: same tasks - formal
- Independent: different tasks - semi-formal
- Independent: specialist - informal work group
- Interdependent: specialist - informal group
- Interdependent: same tasks

Katzenbach and Smith’s three key categories of teams:
- Do things
- Run things
- Recommend things
True teams are rare. Most of us are in working groups, not teams
High performance team needs:
- High levels of commitment
- Trust
- Cooperation
- Team focus
Four stages to become a high performance team:
- Pseudo-team: they have the need to be a team, but have not achieved it
- The potential team: try to improve performance
- The real team: great leap in productivity  focus on performance rather
than personal chemistry
- The high performance team: highly productive  great level of trust and
commitment

Social loafing: in a team individuals try less
Social facilitation: cycling in a group increased performance

Become a team:
- Right balance of skills and knowledge
- Members need to feel they belong together and have a common purpose

Meredith Belbin: different roles for people that are useful for a group  balance
between these roles
 Every person has a series of traits that lead them to have a preference for
one particular role, but also has one or two back-up roles with strengths
and weaknesses

An individual has two identities:
1. Personal identity: comprises personal and social beliefs
2. Group identity: benefits of belonging to the team

Bruce Tuckman: the path to high performance  teams go through stages in
order to become mature and function effectively
Two key factors:
1. Interpersonal relationships
2. Task orientation

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