Module III project organization

The project team

Teams and teamwork

Teams and teamwork

Types of teams-Formal and informal team; high performance teams or superteams; self-managed teams Characteristics of teams-leadership roles; stages of team development; team norms; team cohesiveness Making teams effective-guidelines committees; focusing teams performance; conflict within teams for on

Upon completing this chapter, you should be able to:

1. Distinguish between the major types of teams found in organizations.

2. outline characteristics of superteams and self-managed teams

3. discuss guidelines for increasing team cohesiveness 4. provide guidelines for making teams more effective 5. explain how managers can deal with conflicts within teams

team
A team is defined as two or more people who interact with and influence each other toward a common purpose. Traditionally, two types of teams have existed in organizations; formal and informal. Today, however, teams exist that have the characteristics of both.

Team (wikipedia)
A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.

A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his or her strengths and minimize his or her weaknesses. Team members need to learn how to help one another, help other team members realize their true potential, and create an environment that allows everyone to go beyond their limitations.

Formal teams
Formal teams or groups are created deliberately by managers and charged with carrying out specific tasks to help the organization achieve its goals.

Command team
The most prevalent type of formal group is the command team, which includes a manager and all employees who report to that manager. In some organizations that want to de-emphasize hierarchy, the titles may change. For instance at NCR, the managers of command teams are called coaches, and the team members are called associates.

committee
A formal organizational organizational team, usually relatively long-lived, created to carry out specific organizational tasks
another type of formal team is the committee, which generally last a long time and deals with recurrent problems and decisions

committee
For instance, your university or college probably has a committee for student affairs to deal with recurring issues that involve students' lives. While members of this committee may come and go, the committee remains in place over time.

Quality circle
A quality circle is a kind of team At Reynolds Metal Company's McCook Sheet & Plate Plant, based in McCook, Illinois, quality circles have been a significant component of a quality program that has dramatically improved productivity and quality since 1981.

Quality circle
In a program called Cooperative Hourly and Management Problem Solving (CHAMPS), quality circle teams meet for an hour weekly to discuss work-related problems, investigate the causes, recommend solutions, and take corrective action.

Quality circle
When a team has completed its investigation and identified a solution, it makes a formal presentation to the plant management and staff. Of the almost 475 solutions offered in the first four years of the program, almost 400 were approved.

Quality circle
The total savings from the ideas has been eight times their cost, a significant amount in a major manufacturing facility where cost control is very important. Over a three year period, McCook was able to double the pounds of aluminum per employee that it shipped and deliver more than 2,000 items to a specific customer without a single rejection.

Task force or project team

A temporary team formed to address a specific problem
Some formal teams are temporary. They may be called task forces or project teams. These teams are created to deal with a specific problem and are usually disbanded when the task is completed or the problem is solved.

Task force or project team

For instance, President Clinton formed a project team, headed by Hillary Rodham Clinton, to formulate a proposal for a national health care plan.

Project team (wikipedia)

A project team is a team whose members usually belong to different groups, functions and are assigned to activities for the same project. A team can be divided into subteams according to need. Usually project teams are only used for a defined period of time. They are disbanded after the project is deemed complete. Due to the nature of the specific formation and disbandment, project teams are usually in organizations.

Project team (wikipedia)

A team is defined as an interdependent collection of individuals who work together towards a common goal and who share responsibility for specific outcomes of their organisations [1]. An additional requirement to the original definition is that the team is identified as such by those within and outside of the team

Project team (wikipedia)

As project teams work on specific projects, the first requirement is usually met. In the early stages of a project, the project team may not be recognised as a team, leading to some confusion within the organisation. The central characteristic of project teams in modern organisations is the autonomy and flexibility availed in the process or method undertaken to meet their goals.

Project team (wikipedia)

Most project teams require involvement from more than one department, therefore most project teams can be classified as cross functional team. The project team usually consists of a variety of members often works under the direction of a project manager or a senior member of the organisation. Projects that may not receive strong support initially often have the backing of a project champion.

Project team (wikipedia)

Individual team members can either be involved on a part time, or full time basis. Their time commitment can change throughout the project depending on the project development stage.

Project team (wikipedia)

Project teams need to have the right combination of skills, abilities and personality types to achieve collaborative tension. Teams can be formulated in a variety of ways. The most common method is at the discretion of a senior member of the organisation.

THE PROJECT TEAM

In this section we consider the makeup of the project team, bearing in mind that different projects have vastly different staff needs. Then we take up some problems associated with staffing the team.
Last, we deal with a few of the behavioral issues in managing this team.

Project office
A seemingly unimportant item that needs mention because it is far more critical than it might seem. It is useful to have a project office, even for small projects-say, those having only a half-dozen people or so.

Project office
The project office, sometimes called the war room, serves as control center, chart room, conference room for visiting senior management and the project client, center for technical discussions, coffee shop, crisis center, and, in general, the focus of all project activity.

Project office
It need not be sumptuous, but the PM's open cubicle will not suffice. (If space is tight, projects can share an office.) The war room represents the project physically and aids in instilling an esprit de corps in team members. If at all possible, the regular project team members should have their offices located near the project office. Certainly, the project manager's office should be nearby.

Informal teams
Company softball games are just one way in which informal teams get together, strengthening their ties to the organization. A softball game at a company picnic is a good opportunity for employees of Marlow Industries to interact.

Informal teams
Informal teams or groups emerge whenever people come together and interact regularly. Such groups develop within the formal organizational structure.
Members of informal teams tend to subordinate some of their individual needs to those of the team as a whole. In return, the team supports and protects them.

Informal teams
The activities of informal teams may further the interests of the organization-Saturday morning softball games, for example, may strengthen the players' ties to each other.
Or a women's groups may meet to discuss various actions that can make the organization a better place for women to work.

Informal teams
The following example is a case in point. In 1990, female employees at the telephone giant, NYNEX Corporation, formed mentoring circles to assist women in moving up the corporate advancement ladder. NYNEX women created groups independently management auspices. these and informal outside

Informal teams
The groups encourage, recognize, and strengthen the bonds of women at all levels of the company. The NYNEX employees turned to the group format because there was a shortage of female upper-level managers to serve as mentors.

Informal teams
However, participants believe the group process is actually better than one-on-one mentoring. In the circles, which have a minimum of eight participants and a maximum of twelve, the mentored women have an increased exposure to different ideas and an increased network.

Functions of informal groups

First, they maintain and strengthen the norms (expected behavior) and values their members hold in common. Norms: assumptions and expectations about how members of a group will behave

Functions of informal groups

Second, they give members feelings of social satisfaction, status, and security. In large corporations, where many people feel that their employers hardly know them, informal groups enable employees to share jokes and complaints, eat together, and socialize after work. Informal groups thus satisfy the human needs for friendship, support, and security.

Functions of informal groups

Third, informal groups help their members communicate. Members of informal groups learn about matters that affect them by developing their own informal channels of communication to supplement more formal channels. In fact, managers often use informal networks to convey information unofficially.

Functions of informal groups

Fourth, informal groups help solve problems. They might aid a sick or tired employee or devise activities to deal with the boredom. Quite often, such group problem solving helps the organization-for example, when co-workers tell nonproductive employees to shape up. But these groups can also reduce an organization's effectiveness-for example, when they pressure new employees to reduce their efforts so the group's normal standards will not be called into question

Functions of informal groups

Beyond these four functions, informal groups may act as reference groups- groups that we identify with and compare ourselves to (thus, they have referent power).

A middle manager's reference group, for example, might be higher-level managers. Because people tend to model themselves after their reference groups, these groups have an important influence on organizational life.

High performance teams or superteams

Some groups today have characteristics of both formal and informal teams. Superteams or high-performance teamsgroups of 3 to 30 workers drawn from different areas of a corporation-are an example. Initially called self-managed work teams, cross-functional teams, or highperformance teams, these kinds of teams were dubbed superteams by fortune magazine in May 1990, and the name has stuck.

High performance teams or

What sets superteams apart from other formal teams is that they ignore the traditional chimney hierarchy-a strict upand-down arrangement with workers at the bottom and managers at the top-that is often too cumbersome to solve problems workers deal with every day. Well-run superteams manage themselves, arrange their work schedules, set their productivity quotas, order their own equipment and supplies, improve product quality, and interact with customers and other superteams.

High performance teams or

Superteams are not all roses and rainbows, however. For simple problems, the superteam may be too much. Superteams make the most sense when there is a complex problem to solve or layers of progress-delaying management to cut through; the key concept here is crossfunctionalism. And superteams are not the right choice for every company culture. Middle managers can feel threatened by superteams because they leave fewer rungs on the corporate ladder to move up.

High performance teams or

Organizing a corporation into superteams is a long, complex process that may take years. A Harvard Business School study found that it is easier to start a new plant with superteams than it is to convert an existing plant into superteams. Still, some experts think that superteams may turn out to be the most productive business innovation of the 1990s.

Self-managed teams
Superteams that manage themselves without any formal supervision are called selfmanaged teams or self-managed work groups. These teams usually have the following characteristics:

Self-managed teams
The team has responsibility for a relatively whole task.
Team members each possess a variety of task-related skills. The team has the power to determine such things as work methods, scheduling, and assignment of members to different tasks. The performance of the group as a whole is the basis for compensation and feedback.

Self-managed teams
The presence of such groups in industry means individual strategies for completing tasks are replaced by group methods for job accomplishment.

Characteristics of teams
The first step in learning to manage teams effectively is to become aware of their characteristics- that is, the way they develop leadership roles, norms, and cohesiveness

Leadership roles
The formal leader of a team is usually appointed or elected. Informal leaders, on the other hand, tend to emerge gradually as group members interact. The man or woman who speaks up more than the others, who offers more and better suggestions than anyone else, or who gives direction to the group's activities usually becomes the informal leader.

Leadership roles
This occurs not just in informal groups, but even in formal groups, where such selfconfident, assertive individual may develop into a rival of the formally chosen leader, thereby weakening the leader's hold on team members.

Leadership roles
At W. L. Gore and Associates, the value of team leadership is emphasized, but not at the expense of individual employee freedom. We, as leaders, asserted founder Wilbert L. Gore, can unleash much more of this inherent creativity and productivity by eliminating the authoritarian aspect of our organizations and depending on commitment and natural leadership as the controlling forces.

Leadership roles
All employees thus are referred to as associates, whether managers, employees, staff, or workers. And, under the umbrella of the teamwork philosophy, Gore associates enjoy virtually unchecked creative power. If you demonstrate ability, others give you the opportunity to expand, noted Arthur Punchard, the UK fabric plant's leader, and you can change roles quite dramatically across disciplines. Such flexibility and teamwork have enabled the company to achieve worldwide sales in the neighborhood of $950 million.

Stages of team development

More than two decades ago, B. W. Tuckman suggested that small groups move through five stages as they develop: Forming, Storming, Norming, Performing, Adjourning

forming
During the initial stage, the group forms and learns what sort of behavior is acceptable to the group. By exploring what does and does not work, the group sets implicit and explicit ground rules that cover the completion of specific tasks as well as general group dynamics. By and large, this stage is a period of both orientation and acclimation.

storming
As group members become more comfortable with one another, they may oppose the formation of a group structure as they begin to assert their individual personalities. Members often become hostile and even fight ground rules set during the forming stage.

norming
At this time, the conflicts that arose in the previous stage are addressed and hopefully resolved. Group unity emerges as members establish common goals, norms and ground rules. The group as a whole participates, not merely a few vocal members. Members begin to voice personal opinions and develop close relationships.

performing
Now that structural issues have been resolved, the group begins to operate as a unit. The structure of the group now supports and eases group dynamics and performance. The structure becomes a tool for the group's use instead of an issue to be fought over. Members can now redirect their efforts from the development of the group to using the group's structure to complete the tasks at hand.

adjourning
Finally, for temporary groups such as task forces, this is the time when the group wraps up activities. With disbandment in mind, the group's focus shifts from high task performance to closure. The attitude of members varies from excitement to depression.

Stages of team development

Tuckman does not suggest that all groups adhere strictly to such a framework, but that, in many cases, the framework can explain why groups experience difficulty. For example, groups that try to perform without storming and norming will often find only short-lived success, if that.

Team norms
Over time, group members form normsexpectations about how they and the other members will behave. Some of these norms are carried over from society in general, such as dressing properly for work or showing up on time. Others are particular to the group and its special goals, such as questioning traditional ideas in a task group charged with launching a new product.

Team norms
When an individual breaks with team norms, the other members will probably pressure that individual to conform. Methods of enforcing conformity range from gentle ridicule to criticism, sarcasm, ostracism, and even physical harassment for serious violations, such as being a rate buster on the assembly line.

Team norms
Conforming to norms can be extremely useful. Because norms answer many questions about how we should behave toward one another on a day-to-day basis, conformance frees us to concentrate on other tasks. But conformity can be negative if it stifles initiative and innovation, holding back the group's performance. Solomon Asch showed his negative power in a classical set of experiments.

Team norms
First, you must realize that as a manager, you will be in a good position to set norms that discourage too much conformity. You can do this by what you do, by what you say and by what you reward. You yourself can be innovative. For example, at Coloroll Inc., CEO John Ashcroft gave each employee a mug imprinted with ten cost-cutting questions they should consider in day-today actions.

Team norms
Above all, the manager's goal is to communicate norms that will channel the inevitable group pressures in constructive directions.

Team cohesiveness
Cohesiveness-the degree of solidarity and positive feelings held by individuals toward their group. The solidarity, or cohesiveness, of a team is an important indicator of how much influence the group has over its individual members.

Team cohesiveness
The more cohesive the group-the more strongly members feel about belonging to itthe greater its influence. If the members of a group feel strongly attached to it, they are not likely to violate its norms.

Team cohesiveness
Team cohesiveness also plays a role in small companies. Team cohesiveness is critical in helping the individual feel good about his or her contribution to the effort,
Highly cohesive teams often have less tension and hostility and fewer misunderstandings than less cohesive groups do.

Team cohesiveness
Additionally, studies have found that cohesive groups tend to produce more unifrom output than less cohesive groups, which often have problems with communication and cooperation.

Team cohesiveness
Trust is the key to cohesiveness in teams. What this means is that cohesive teams cannot tolerate extremists, positive or negative. One of our most difficult realizations, was that some talented individuals cannot flourish in a teamoriented environment. If team cohesion is not to be eroded, management must recognize such a mismatch and address the problem before team goals are jeopardized.

Team cohesiveness
When cooperation is especially trivial-for instance, in meeting strategic goalsmanagers have four ways to improve cohesiveness: introduce competition, increase interpersonal attraction, increase interaction, and create common goals and common fates for employees.

Introduce competition
Conflict with outside individuals or other teams increases group cohesiveness. With this factor in mind, GE has developed a new program to train managers in creating and leading competitive work teams. Competition is also used at Nintendo, the company that brought us Super Mario Brothers, where creative director Shiegeru Miyamoto often encourages creativity by dividing his 200 designers into opposing teams.

Increase interpersonal attraction

People tend to join teams whose members they identify with or admire. Thus, an organization may want to begin by trying to attract employees who share certain key values. to discover associates who share a concern for consideration and service. More importantly, Rosenbluth follows through with training, seminars, and policies that foster pride in meeting the common organizational goal of providing outstanding service.

Increase interaction
Although it is not often possible for people to like everyone they work with, increased interaction can improve camarederie and communication. In volleyball games employees can meet one another in a spirit of camaraderie as well as good-natured competition. Here we see the interaction of two techniques for increasing cohesiveness (competition and interaction).

Gregory Shea and Richard Guzzo have proposed that a group's effectiveness is a function of three variables: task interdependence, potency, and outcome interdependence

Create common goals and common fates

Task interdependence-is the extent to which a group's work requires its members to interact with one another. A high level of task interdependence increases the group's sense of potency, which is the shared belief of a group that it can be effective.

Create common goals and common fates

Outcome interdependence is the degree to which the consequences of the group's work are felt by all the group's members.

Shea and Guzzo further explain how astute managers can create successful teams. Managers must first give each group a charter- a clear and achievable set of objectives. A strategic planning group, for example, might be chartered to devise a five-year company plan. Because groups should be given flexibility in arranging their own affairs, the manager should concentrate on getting the charter right and not on details of how a group organizes itself.

Create common goals and common fates

Create common goals and common fates

The members of the group should decide how much task interdependence their work requires. However, the members must believe the organization has given them sufficient resources-skills, money, flexibilityto fulfill the charter.

Create common goals and common fates

Managers must strive to create a sense of outcome interdependence. If the members of a group do not share some common fate, they will have little sense of belonging. Group bonuses or peer evaluation can help create this sense of common fate. Rewards do not have to take the form of money. In fact, recognition can be as strong or stronger than money.

Making teams effective

Many managers joke-or moan-about committees being big time-wasters. No committee ever painted a Mona Lisa, these rugged individualists grouse, or sculpted a Pieta. In reality, a committee or task force is often the best way to pool the expertise of different members of the organization and then channel their efforts toward effective problem solving and decision making.

Making teams effective

In addition, these formal groups let members learn how their work affects others, increasing all members' willingness and ability to coordinate their work for the organization's good. Also, committees can serve as incubators for young executives, teaching them to think beyond the needs and concerns of their own work unit.

Even if formal groups did not offer these advantages, they are an inescapable part of business life. As long ago as 1960, Rollie Tillman concluded from a survey that 94 percent of the firms with more than 10,000 employees reported having formal committees. Furthermore, he noted, managers spent from 50 to 80 percent of their time serving on committees. Thus, the real challenge is not to avoid formal groups, but to learn how to use groups more effectively.

Making teams effective

Guidelines for committees

Because committees differ greatly in their functions and activities, one set of guidelines will not be appropriate for all cases. For example, a highly directive committee responsible for communicating instructions from top management to subrodinates should be managed differently from a committee whose major task is to solve complex managerial problems.

Guidelines for committees

The following suggestions apply to problemsolving committees, which must be managed flexibly if their members' skills are to be used most effectively

Formal procedures
Several formal procedures are useful in helping committees operate effectively.
1)The committee's goals should be clearly defined, preferably in writing. This will focus the committee's activities and focus discussion of what the committee is supposed to do.

Formal procedures
2) the committee's authority should be specified. Is the committee merely to investigate, advise, and recommend, or is it authorized to implement decisions?

3) the optimum size of the committee should be determined. With fewer than 5 members, the advantages of teamwork may be diminished. Potential group resources increase as group size increases. Size will vary according to circumstances, but for many tasks the ideal number of committee members ranges from 5 to 10. with more than 10 to 15 members, a committee usually becomes unwieldy, so that it is difficult for each member to influence the work

Formal procedures

Formal procedures
4) A chairperson should be selected on the basis of his or her ability to run an efficient meeting-that is, to encourage the participation of all committee members, to keep meetings from getting bogged down in irrelevancies, and to see that the necessary paperwork gets done. (Appointing a permanent secretary to handle communications is often useful.)

Formal procedures
5) The agenda and all supporting material for the meeting should be distributed to members before the meeting to permit them to prepare in advance. This makes it more likely they will be ready with informed contributions and will stick to the point.

Formal procedures
6) Meetings should start and end on time. The time when they will end should be announced at the outset.

Focusing teams on performance

What makes teams work, first and foremost, performance challenges are the best way to create teams, and that team basics including size, purpose, goals, skills, approach, and accountability are often overlooked. The basic building blocks of teams: the skills of the team members, accountability of the team, and commitment of the team members.

Focusing teams on performance

It is most difficult to create teams at the very top of an organization, primarily due to many mistaken assumptions about how teams work.

Focusing teams on performance

Very surprising uncommonsense findings about teams
A few simple rules can greatly enhance team performance, especially when applied to teams at the top of an organization.

Focusing teams on performance

First, team work assignments need to address specific, concrete issues rather than broad generalizations. Second, work has to be broken down and assigned to subgroups and individuals. Team are not the same as meetings.

Focusing teams on performance

Third, team membership must be based on what each member can achieve and the skills that each has, rather than on the formal authority or organizational position of the person.
Fourth, each team member has to do roughly the same amount of work, or inevitably there will be differing commitments to the outcomes.

Focusing teams on performance

Fifth, teams will work only if the traditional hierarchical pattern of communication and interaction is broken down. It is not the position you hold that is important but what you can contribute to the team.
Finally, top management teams have to work together like all other teams, focusing on their task and fostering an environment of openness, commitment and trust.

Conflict within teams

Conflicts emerge not only between teams but also within them. In an important book entitled Paradoxes of Group Life, Kenwyn Smith and David Berg proposed anew way to understand such intragroup (withingroup) conflicts. Most people think that conflicts must be managed and resolved, but Smith and Berg suggest that such conflicts are essential to the very concept of group life.

Conflict within teams

They see this insight as a paradox, and they identify seven paradoxical aspects of groups: identity, disclosure, trust, individuality, authority, regression, and creativity.

Paradox of identity
The paradox of identity is that groups must unite people with different skills and outlooks precisely because they are different, while those people usually feel that the group diminishes their individuality

Paradox of disclosure
The paradox of disclosure is that although the members of a group must disclose what is on their minds if the group is to succeed, fear of rejection makes them disclose what is on their minds if the group is to succeed, fear of rejection makes them disclose only what they think others will accept.

Paradox of trust
Likewise, the paradox of trust is that for trust to develop in a group, members must trust the group in the first place; at the same time, the group must trust its members, for it is only through trusting that trust is built.

Paradox of individuality
The paradox of individuality means that a group can derive its strength only from the individual strengths of members who, when they participate fully in its work, might feel that their individuality has been threatened.

Paradox of authority
Similarly, the paradox of authority is that the group derives its power from the power of its individual members, but in joining the group, members diminish their individual power by putting it at the group's disposal.

Paradox of regression
The paradox of regression stems from the fact that although individuals usually join groups hoping to become more than they were before they joined, the group asks them to be less so that the group can become more. In this sense, the group counters the individual desire to progress with pressure to regress.

Paradox of creativity
Finally, the paradox of creativity is that although groups must change in order to survive, change means the destruction of the old as well as the creation of the new. Thus, any refusal to destroy limits the group's creative potential.

Conflict within teams

Smith and Berg conclude that if a group cannot use conflict to its advantage, it cannot grow: If group members could learn to treat conflict as endemic to groupness, a natural consequence of differences attempting to act in an integrated way, they would understand that group conflict is just in the nature of things, like the wetness of water and the warmth of sunlight.

summary
Distinguish between the major types of teams found in organizations.
Organizations have both formal and informal groups. Formal groups are created deliberately by managers and charged with carrying out specific tasks. The most prevalent types of formal groups are command groups, committees, and task forces.

summary
Informal groups develop whenever people come into contact regularly-with or without management's encouragement. Informal groups perform four functions: they:
(1) maintain and strengthen group norms and values-which may differ from management's; (2) provide members with social satisfaction and security;

summary
(3) help members communicate; and
(4) help members solve problems.

summary
2. outline characteristics of superteams and self-managed teams.
Superteams are groups of workers that have characteristics of both formal and informal teams. Superteams are distinguished by their nontraditional structure that enables workers to solve the problems that they deal with daily.

summary
Well-run superteams manage themselves, arrange their work schedules, set their productivity quotas, order their own equipment and supplies, improve product quality, and interact with customers and other superteams. Self-managed teams are superteams that manage themselves without any formal supervision.

summary
Self-managed teams usually are responsible for entire tasks, include members who have a variety of task-related skills, have the power to determine such things as work methods, scheduling, and assignment of members to different tasks, and are compensated and given feedback according to the performance of the group as a whole.

summary
3. discuss guidelines for increasing team cohesiveness. All groups share some common characteristics. They all have group norms and pressure members to conform to these norms. In addition, they have some degree of cohesiveness, which can be enhanced by introducing competition, increasing interpersonal attraction, expanding the opportunities for interaction, and creating common goals and fates for all group members.

summary
4. provide guidelines for making teams more effective.
Managerial skill in guiding, but not dominating, group activities is an important factor in achieving success in group work. Suggestions for effective results include formal procedures for meetings and guidelines for group leaders and members.

summary
5. explain how managers can deal with conflicts within teams.
Although conflicts sometimes disrupt groups, Smith and Berg suggest that conflict is normal and natural when different people attempt to act in an integrated way. Groups that understand this process can use their conflicts creatively.

Key terms
Team

Self-managed teams
Self-managed work groups

Command team
Committee Task force Project team Norms Reference group Superteams

Cohesiveness
Task interdependence

Sense of potency
Outcome interdependence

High-performance teams

Participative management

Team: two or more people who interact with and influence each other toward a common purpose Command team: a team composed of a manager and the employees that report to that manager Committee: a formal organizational team, usually relatively long-lived, created to carry out specific organizational tasks

Task force or project team: a temporary team formed to address a specific problem Norms: assumptions and expectations about how members of a group will behave Reference group: a group with whom individuals identify and compare themselves

Superteams or high-performance teams: group of 3 to 30 workers drawn from different areas of a corporation who get together to solve the problems that workers deal with daily
Self-managed team or self-managed work group: teams that manage themselves without any formal supervision

Cohesiveness: the degree of solidarity and positive feelings held by individuals toward their group

Task interdependence: the extent to which a group's work requires its members to interact with one another
Sense of potency: collective belief of a group that it can be effective

Outcome interdependence: the degree to which the work of a group has consequences felt by all its members Participative management: a management style that supports employees in taking on enhanced, empowered roles

references
Management
Project management by Jack R. Meredith & Samuel J. Mantel, Jr. website

Thank you!!!