InfoTrac Exercises

Chapter 14 Teamwork in Organizations

1. Developing teams. (effective work teams) (Training Today)

Bob Bookman
Full Text: COPYRIGHT 1992 VNU Business Media
Training, August 1992 v29 n8 p12(2)
Record: A13358197

Abstract: Work teams can enhance their effectiveness through a better understanding of the dynamics of team development. Frank Petrock, Betsy Mall and John Clifford of General Systems Consulting Group believe that a model of team development introduced by Bruce W. Tuckman in 1965 will help team leaders and their members to formulate strategies that will improve the performance of their teams. Tuckman's model illustrates the team as going through five phases. These are the forming, norming, storming, producing and ending stages. By gaining a better awareness of each of these phases, teams are expected to be able to determine at what point productivity is lowest and develop strategies that will facilitate the attainment of the producing phase in the shortest time possible.

1. Why is it important to be critical of the team’s mission and goals at the “forming” stage?
2. Are you comfortable taking on the role of team leader? What conditions would you want to be in place before taking on this role?
3. How well do you deal with conflict? In the past, how have you helped groups resolve conflicts? What was the key to a successful outcome?

2. How to succeed with self-directed work teams

Thomas Capozzoli
Full Text: COPYRIGHT 2006 National Research Bureau
Supervision, Feb 2006 v67 i2 p25(2)
Record: A141707369

Abstract: This article provides nine guidelines to help develop successful self-directed work teams. These are: (1)having a well thought-out vision of how these teams will fit into the scheme of the entire organization, (2)the organization must be prepared to change the culture to support the teams, (3)the organization must have the resources necessary to commit to this type of change in time, money and people, (4) training for team members, (5)the fact that it will take time for the teams to get used to one another and develop their new-found skills, (6)the outlining of performance expectations, (7)providing adequate feedback methods, (8)setting boundaries, and (9)the important fact that it is important to not develop the thinking self-directed work teams are "leaderless" or never need management intervention.

1. How would you set performance expectations for teams? Please provide some examples.
2. In what ways could teams provide feedback to the organization? What methods would likely be most effective in terms of time, effort and learning?
3. Who is responsible for monitoring the boundaries set for teams? What about for teams that are leaderless?