10장 팀과 리더십

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10장 팀과 리더십

팀과 팀워크의 이해,효과적 팀 리더십 개발과 갈등해결 방안

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10장의 학습 내용

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사례 : 팀의 개념 이해하기

http://www.youtube.com/watch?v=1qzzYrCTKuk&list=RD2R nohUnZrqg

https://www.youtube.com/watch?v=p1iW- Y M &li t PLC3E0CD1A2B1B3FF8

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사례 : 팀의 개념 이해하기

 팀 성과는 상호의존관계를 얼마나 효과적으로 다루는가에 달려 있음

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Effective teams have leaders who:

- build a team identity

- actively involve all members

- act as coaches and facilitators

- invest time and resources for team

learning.

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사례 :기러기의 교훈

 기러기는 ‘V’자형 대형을 이루기 때문에 뒤따르는 기러기들에게 부양력(uplift)을 제공

 비행대행에서 이탈한 기러기는 혼자 날 때 항력을 느낀다. 그래서 앞에 나는 기러기 의 양력을 느끼기 위해 곧 바로 대형으로 들어 온다.

 선두가 지치면 다른 기러기가 선두에서 비행대열을 이끌어 간다.

 대형 속에 일정한 비행속도를 유지하고 서로 격려하기 위해 계속 소리를 낸다.

 동료기러기가 이상이 생기는 경우, 옆의 2마리의 기러기가 곤경의 기러기를 돕기 위해 대형에서 벗어나 도와주고 이후 같이 동반한다

http://www.youtube.com/watch?v=8Q0xCX9B6Mo

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팀 딜레마를 경험하는 3가지 이유

 팀 : 개인의 독립성이 희생된다

 무임승차의 이해 (사회적 나태)

 팀의 역기능 존재 가능성 (See 10-2)

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팀의 역기능

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<리더십 서재>

 팔로워의 역할을 이해시키는 고성과 리더가 존재한다.

 팔로워들이 리더처럼 책임감 갖고 과업 달성한다.

 목표와 성과기준이 명확하다.

 현실에 만족하지 않음

 팀성과를 후원하는 성과관리 시스템 존재

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팀 발전 단계

The forming stage is a period of orientation and getting acquainted.

Team members find out:

what behavior is acceptable to others explore friendship possibilities

determine task orientation.

high uncertainty---no one knows the ground rules or expectations.

leader's challenge: facilitate communication and interaction. During the storming stage, individual personalities emerge more clearly.

People become more assertive in clarifying roles conflict and disagreement.

Team members disagree over their perception of goals

formation of subgroups.

Lack of cohesiveness

leader's role: encourage participation and help find common vision.

Members:

debate ideas surface conflicts disagree

work through uncertainties.

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At the norming stage, conflict has been resolved and team unity and harmony emerge.

Consensus develops team leaders emerge members’ roles are clear.

Team members understand and accept one another.

Team leader:

emphasizes openness within the team facilitates communication

clarifies roles, values, and expectations.

The performing stage: major emphasis is on accomplishing team goals.

Members are committed to the team mission and interact frequently.

Team leader:

focuses on facilitating high task performance helps the team self manage to reach goals.

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팀 유형과 특성

전통적 팀 유형

1. 기능팀 2. 다기능팀 3. 자율경영팀

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Functional Team.

A functional team is part of the traditional vertical hierarchy, composed of a supervisor and subordinates in the formal chain of command.

also called a vertical team or command team: may include three or four levels of hierarchy.

Functional teams make up a single department (e.g., marketing)

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Cross-functional teams

Cross-functional teams are composed of members from different departments within the organization.

Employees from the same hierarchical level but cross vertical and horizontal boundaries.

a specific team leader and coordination across boundaries for projects.

tasks:

facilitate information sharing across functional boundaries generate suggestions for coordinating departments

develop new ideas and solutions.

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Self-directed teams

consist of 5 to 20 members who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service.

Teams possess three elements:

workers with varied skills and functions to perform a major task,

access to resources: information, financial information, and machinery decision-making authority:

selecting members solving problems spending money.

scheduling work or vacations ordering materials

evaluating performance.

Minimum supervision

members jointly responsible for conflict resolution and decision

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팀의 특성

 팀 인원에 따른 팀 생산성의 장단점 _ 이반 슈타이너의 실험

 다양성의 이질적 팀의 장점과 단점

 상호의존성 (268쪽) - 집합적 상호의존 - 순차적 상호의존 - 교호 상호의존

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팀 유효성과 리더 역할

 팀 유효성 : 성과 결과 (혁신과 적응, 효율, 품질, 구성원 만족) 달성

 팀 응집력과 효과성

1. 응집력의 결정 변수 : 상호작용, 공유미션과 목표, 팀에 대한 개별 매력, 상황 맥락

2. 팀 응집력 결과 : 사기 제고와 집단사고 발생 가능성

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Team effectiveness--- the achievement of four performance outcomes:

Innovation/adaptation: a team’s impact on the organization’s ability to respond to environmental changes

Efficiency: whether the team helps the organization attain goals using fewer resources

Quality: achieving fewer defects and exceeding customer satisfaction

Employee satisfaction: the ability to maintain employee commitment by meeting the personal needs of members

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팀 리더십 제고 방안

 공유 목적과 가치의 중요성 인식 _ 팀의 방향성과 목표를 명확하게 제시

 공감대 형성 _ 팀의 목적을 재구성, 팀정체성 형성,

 실수의 인정_ 팀 구성원들의 보유 능력 및 역량을 최대한 활용

 후원과 코칭의 제공 _ 팀원들은 자신을 인정하고 공헌을 알아주는 리더와 일하고 싶어함

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팀 갈등의 해결

 갈등 해결의 기타 접근법 - 비전 제시

- 협상 - 중재

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1. The competing style—reflects assertiveness to get one’s own way, used when quick decisive action is vital on important issues or unpopular actions.

2. The avoiding style----reflects neither assertiveness nor cooperation

used for trivial issues

when there is no chance of winning

when a delay to gather information is needed when a disruption would be costly.

3. The compromising style---reflects moderate assertiveness and cooperation, when goals are equally important.

when the goals on both sides are equally important

when opponents have equal power and want to split the difference

when people want a temporary or expedient solutions under time pressure.

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4. The accommodating style---reflects a high degree of cooperativeness

used when people realize they are wrong

when an issue is more important to others than to oneself when building social credits for use in large discussions when maintaining cohesiveness is important.

5. The collaborating style—reflects a high degree of assertiveness and operativeness,

used to enable both parties to win.

requires substantial dialogue and negotiation.

important when both sets of concerns are too important to be compromised

when insights from different people need to be merged into an overall solution

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