MCT del 2

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• Ecological Framework Team Effectiveness To understand the three main variables affecting team performance and viability so as to be able to deal with team problems
• Employee-based-Decision-Making To become familiar with the most commonly delegated decisions assigned to teams to facilitate team empowerment initiatives
• Team Types Classification To distinguish between the four main types of teams for recruitment and development purposes
• Team a collection of individuals who exist to achieve a shared goal; are interdependent with respect to achieving that goal; whose membership is bounded and stable over time; and who operate within a system.
• Group two or more people, in face-to-face interaction, each aware of their group membership and interdependence as they strive to achieve common group goals.
• Advice Team a team created by management to provide the latter with information for its own decision-making.
• Quality Circle shop floor employees from the same department who meet for a few hours each week to discuss ways of improving their work environment.
• Total Quality Management a philosophy of management that is driven by customer needs and expectations and which is committed to continuous improvement.
• Just-in-time System managing inventory (stock) in which items are delivered when they are needed in the production process instead of being stored by the manufacturer.
• Action Team a team that executes brief performances that are repeated under new conditions. Its members are technically specialized, and need to coordinate their individual contributions with each other.
• Project Team a collection of employees from different work areas in an organization brought together to accomplish a specific task within a finite time.
• Cross-functional Team employees from different functional departments who meet as a team to complete a particular task.
• Production Team a stable number of individuals who share production goals and who perform specific roles which are supported by a set of incentives and sanctions.
• High Performance Work System a form of organization that operates at levels of excellence far beyond those of comparable systems.
• Empowerment organizational arrangements that give employees more autonomy, discretion and decision-making responsibility.
• Japanese Teamworking use of scientific management principles of minimum manning, multi-tasking, multi-machine operation, pre-defined work operations, repetitive short cycle work, powerful first line supervisors, and a conventional managerial hierarchy.
• Self-Managing Team a group of individuals with diverse skills and knowledge with the collective autonomy and responsibility to plan, manage, and execute tasks interdependently to attain a common goal.
• Team Autonomy the extent to which a team experiences freedom, independence and discretion in decisions relating to the performance of its tasks.
• Internal Work Team Differentiation the degree to which a team’s members possess different skills and knowledge that contributes towards the achievement of the team’s objective.
• External Work Team integration the degree to which a work team is linked with the larger organization of which it is a part.
• External Work Team Differentiation the degree to which a work team stands out from its organizational context in terms of its participants, territory and temporal scope.
• Team Performance a measure of how well a team achieves its task, and the needs of management, customers or shareholders.
• Team Viability a measure of how well a team meets the needs and expectations of its members.
• Teamwork Engagement a shared belief in the motivational potential of the teamwork environment, characterized by vigour, dedication and absorption, which enables team members to experience a state of work-related wellbeing.
• Distributed Leadership To recognize the leadership behaviours, often informal and spontaneous, of individuals and groups at all organizational levels
• Transformational Leadership To motivate and inspire followers to give more than just compliance to improve organizational performance
• Situational Leadership To determine the leadership style most appropriate for a given context: tell, sell, participate, or delegate
• Contingency Theory of Leadership To understand how leaders have to adapt their styles to the properties of the context in which they are working
• Ohio State Leadership Theory To understand the importance of two key leadership behaviours: (1) consideration (relationships oriented), and (2) initiating structure (task-centred); effective leaders emphasize both
• Great Man Theory To take a historical perspective on the role of powerful, idiosyncratic (male) leaders
• Leadership the process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement.
• Diversity including and valuing others’ differences, with respect to age, disability, educational background, ethnicity, gender, religion, and sexual orientation.
• Great Man Theory a historical perspective which argues that the fate of societies, and organizations, is in the hands of powerful, idiosyncratic (male) individuals.
• Consideration a pattern of leadership behaviour that demonstrates sensitivity to relationships and to the social needs of employees.
• Initiating Structure a pattern of leadership behaviour that emphasizes performance of the work in hand and the achievement of product and service goals.
• Contingency Theory of Leadership a perspective which argues that leaders must adjust their style taking into account the properties of the context.
• Structured Task a task with clear goals, few correct or satisfactory solutions and outcomes, few ways of performing it, and clear criteria of success.
• Unstructured a task with ambiguous goals, many good solutions, many ways of achieving acceptable outcomes, and vague criteria of success.
• Situational Leadership an approach to determining the most effective style of influencing, considering the direction and support a leader gives, and the readiness of followers to perform a particular task
• New Leader an inspirational visionary, concerned with building a shared sense of purpose and mission, creating a culture in which everyone is aligned with the organization’s goals and is skilled and empowered to achieve them.
• Superleader a leader who is able to develop leadership capacity in others, empowering them, reducing their dependence on formal leaders, stimulating their motivation, commitment and creativity.
• Transactional Leader a leader who treats relationships with followers in terms of an exchange, giving followers what they want in return for what the leader desires, following prescribed tasks to pursue established goals.
• Transformational Leader a leader who treats relationships with followers in terms of motivation and commitment, influencing and inspiring followers to give more than mere compliance to improve organizational performance.
• Distributed Leadership the exercise of leadership behaviours, often informally and spontaneous, by staff at all levels of an organization, with a group taking collective responsibility, or taking turns in leadership roles depending on circumstances
• Stakeholder Mapping To decide how to manage the different individuals and groups who are affected by change
• Readiness for change To assess the extent to which individuals and groups are predisposed to welcome change
• Yerkes-Dodson Law To understand how our performance increases with arousal, and falls when we are overwhelmed
• Kotter’s 8-step transformation theory To plan an organizational transformation process in a structured and phased manner, to maximize the chances of success
• The Classical Change Curve To track and understand the progress of a typical change initiative
• Triggers of change disorganizing pressures that make current systems, procedures, rules, organization structures, processes, roles, and skills inappropriate and ineffective.
• Transformational Change large-scale change involving radical, frame-breaking, and fundamentally new ways of thinking, solving problems, and doing business.
• The Yerkes-Dodson Law a psychology hypothesis which states that performance increases with arousal, until we become overwhelmed, after which performance falls
• Readiness for change is a predisposition to welcome and embrace change.
• Resistance to change an unwillingness, or an inability to accept or to discuss changes that are perceived to be damaging or threatening to the individual.
• Stakeholder anyone who is concerned with how an organization operates, and who will be affected by its decisions and actions.
• Innovation the adoption of any device, system, process, programme, product, or service new to a particular organization.
• Sustaining Innovations innovations which make improvements to existing processes, procedures, services and products.
• Disruptive Innovations innovations which involve the development of wholly new processes, procedures, services and products.
• Operational Innovations inventing entirely new ways of working.

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