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Quản trị kinh doanh luôn là một trong những ngành hấp dẫn các bạn trẻ năng động, đặc biệt trong xu thế hội nhập kinh tế Quốc tế của Việt Nam những năm gần đây. Việc tìm hiểu rõ về ngành Quản trị kinh doanh giúp bạn định hướng nghề nghiệp tốt hơn trước khi quyết định chọn ngành, chọn trường theo học. Chúng ta sẽ từng bước tìm hiểu qua tất cả những thông tin cần thiết, qua đó giúp bạn có cái nhìn rõ ràng hơn về ngành học này.

Chapter 10

Leading Teams

Chapter Objectives

Turn a group of individuals into a collaborative

team that achieves high performance through

shared mission and collective responsibility.

Develop and apply the personal qualities of

effective team leadership for traditional, virtual,

and global teams.

Understand and handle the stages of team

development, and design an effective team in

terms of size, diversity, and levels of

interdependence.

Handle conflicts that inevitably arise among

members of a team.

A unit of two or more people who interact and coordinate their work to accomplish a shared

goal or purpose

Ex 10.1 Differences Between

Groups and Teams

Group

Has a designated, strong

leader

Individual accountability

Identical purpose for group

and organization

Performance goals set by

others

Works within

organizational boundaries

Individual work products

Organized meetings;

delegation

Team

Shares or rotates leadership roles Mutual/ind accountability Specific team vision or purpose

Performance goals set by team

Not inhibited by organizational boundaries Collective work products Mutual feedback, open-ended discussion, active problem-solving

Ex 10.2 Stages of Team

Development

Forming:

Orientation, break the ice Leader: Facilitate social interchanges

Storming:

Conflict, disagreement Leader: Encourage participation,

surface differences

Norming:

Establishment of order and cohesion Leader: help clarify team roles, norms,

values

Performing:

Cooperation, problem solving Leader: Facilitate task accomplishment

Ex 10.3 Evolution of Teams and

Team Leadership

Functional Team

•Grouping individuals

by activity

•Leader centered

•Vertical or command

team

Cross-Functional

Team

•Coordinates across organization boundaries for

change projects

•Leader gives up some power

•Special purpose team, problem-solving team

Self-Directed Team

•Autonomous, defines own boundaries

•Member-centered

•Self-managed team

Need for traditional leadership Need for team leadership

Interdependence

The extent to which team members depend on each other for information, resources, or ideas

to accomplish their tasks

Pooled Interdependence

The lowest form of team interdependence;

members are relatively independent of one

another in completing their work

Interdependence (contd.)

Sequential Interdependence

Serial form of interdependence in which the

output of one team member becomes the input

to another team member

Reciprocal Interdependence

Highest form of interdependence; members

influence and affect one another in reciprocal fashion

Leading Effective Teams

to which a team achieves four

performance outcomes:

innovation/adaptation, efficiency,

quality, and employee

satisfaction

Team cohesiveness: the

extent to which members stick together and remain united in the pursuit of a common goal

Team Leadership Roles

Task-Specialist Role

Team leadership role associated with initiating new

ideas, evaluating the team’s effectiveness, seeking to clarify tasks and responsibilities, summarizing facts and ideas for others, and stimulating others to action

Socio-Emotional Role

Team leadership role associated with facilitating others’ participation, smoothing conflicts, showing concern for team members’ needs and feelings, serving as a role model, and reminding others of standards for team

interaction

Ex 10.4 Two Types of Team

Leadership Roles

Task-Specialist Behavior Socio-Emotional Behavior

Propose solutions and initiate new

ideas Encourage contributions by others; draw out others’ ideas by showing

warmth and acceptance Evaluate effectiveness of task

solutions; offer feedback on others’

suggestions

Smooth over conflicts between members; reduce tension and help resolve differences

Seek information to clarify tasks,

responsibilities, and suggestions Be friendly and supportive of others; show concern for members’ needs and

feelings Summarize ideas and facts related to

the problem at hand Maintain standards of behavior and remind others of agreed-upon norms

and standards for interaction Energize others and stimulate the

team to action Seek to identify problems with team interactions or dysfunctional member

behavior; ask for others’ perceptions

Virtual Team

A team made up of geographically or

organizationally dispersed members

who share a common purpose and

are linked primarily through advanced

Ex 10.5 Differences Between

Conventional, Virtual, and Global

Teams

Type of

Team Distance Spatial

Communications Member

Cultures Challenge Leader

Conventional Colocated Face to face Same High

Virtual Scattered Mediated Same Higher

Global Widely

scattered Mediated Different Very high

Global Teams

Teams made up of culturally diverse

members who live and work in

different countries and coordinate

some part of their activities on a global basis

Ex 10.6 A Model of Styles to

Handle Conflict

Assertiveness

(Attempting to

satisfy one’s own

concerns)

Cooperativeness

(Attempting to satisfy the other party’s

Assertive

Unassertive

Avoiding Accommodating

Compromising

Competing Collaborating

.