Lecture 2 - Team Management Teams are widely used in organisations and need to be carefully managed to be effective. (McShane and Travaglione, 2007) Why use teams? · Increase performance · Increase flexibility · Allows managers to do more strategic management · Takes advantage of workplace diversity Forming (First getting into a team) - Storming (Finding out things about team members) - Norming (Starting to work together a little bit) - Performing (Working well together) - Adjourning (When the team finishes) Team management - Planning · Effective teams plans are: SMART (Specific, Measurable, Achievable, Relevant, Time-bound) · Developing plans for teams requires group decision making · Group plans are developed through meetings · Formal meetings include an agenda, a leader called a chair, and a note taker who writes the minutes Types of teams: Command groups: Basic, traditional groups determined by formal authority and depicted on the organizational chart. Cross function: bring together knowledge and skills of people from various work areas, in order to come up with solutions to operational problems. Self-managed: independent groups that take on traditional management responsibilities (hiring, planning) in addition to their operating jobs. Task Forces: Temporary groups to accomplish a specific task. Characteristics of Teams · Norms · Conformity · Roles Team roles: