Term
|
Definition
Two or more people
Interact
Dynamically
Independently
Share common and valued
Goal, Objective, or Mission |
|
|
Term
|
Definition
Increased pressure, including global competition
Flexibility in flatter organizations
Complexity of products and services
Rapidly changing business environments |
|
|
Term
| Performance Management and Teams |
|
Definition
PM systems should target:
Individual performance
Individual’s contribution to team performance
Performance of entire team |
|
|
Term
| General Principles of PM Relating to Teams |
|
Definition
Design and implement best system possible
Consider dangers of poorly implemented system |
|
|
Term
| Managing for Improved Team Performance |
|
Definition
Don’t limit team processes with other task or organizational requirements
Provide good team design and organizational support
Give feedback only on processes that the team members can control |
|
|
Term
|
Definition
Classified by
Complexity of task
Membership configuration |
|
|
Term
| Complexity of Task Ranges From: |
|
Definition
Routine
Well-defined
Few deviations in how work is done
Outcomes are easily assessed
- to -
Nonroutine
Not defined well
No clear specifications on how to do the work
Outcomes are long term and difficult to assess |
|
|
Term
| Membership Configuration Includes |
|
Definition
Length of time team expects to work together
Stability of team membership |
|
|
Term
|
Definition
Work or Service Teams
Project Teams
Network Teams |
|
|
Term
|
Definition
Intact
Routine tasks
Share similar skill sets |
|
|
Term
|
Definition
Assembled for specific purpose
Tasks outside core product or service
Members from different functional areas |
|
|
Term
|
Definition
Membership not constrained by:
Time or space
Organizational boundaries
Teams may include:
Temporary or full-time workers
Customers
Vendors
Consultants
Work is extremely nonroutine |
|
|
Term
|
Definition
Traditional goals of any PM system
Specific to team performance:
Make all team members accountable
Motivate all team members to have a stake in team performance |
|
|
Term
|
Definition
How do we assess relative individual contribution?
How do we balance individual and team performance?
How do we identify individual and team measures of performance? |
|
|
Term
| Six Basic Principles for Designing a PM SystemThat Includes Team Performance |
|
Definition
Make sure your team is really a team
Make the investment to measure
Define measurement goals clearly
Use a multi-method approach to measurement
Focus on process as well as outcomes
Measure long-term changes |
|
|
Term
|
Definition
Knowledge of mission
Organization
Team
Knowledge of job to be performed by the team, including KSAs |
|
|
Term
|
Definition
KSAs needed for most teams:
Task
Contextual
Communication
Decision-making
Collaboration
Team leadership
Self-control |
|
|
Term
|
Definition
Results expected of the team
Behaviors expected of team members
Developmental objectives to be achieved by team and its members |
|
|
Term
|
Definition
Facilitate adaptive learning
Encourage new behaviors
Facilitate generative learning
Provide best practices recommendations
Facilitate transformative learning
Deep learning by, for example, bringing in members of other teams into the team to work temporarily
Innovation and change |
|
|
Term
|
Definition
Team responsibilities
Commit to goal achievement
Seek feedback from
One another
Supervisor
Communicate openly and regularly
Conduct regular and realistic peer appraisals |
|
|
Term
|
Definition
Supervisor responsibilities
Observe and document
Team performance
Relative contribution of team members
Update team on any changes in goals of the organization
Provide resources and reinforcement |
|
|
Term
|
Definition
Types of Assessments
Self-appraisals
Peer evaluations
Supervisor evaluation
Outsider appraisals (if appropriate |
|
|
Term
|
Definition
Kinds of Performance to be Assessed
Individual task performance
Individual contextual performance
Team performance |
|
|
Term
| Dimensions of Team Performance to Assess |
|
Definition
Effectiveness
Efficiency
Learning and growth
Team member satisfaction |
|
|
Term
|
Definition
Two meetings with supervisor or review board
Team meeting
Individual meeting
Emphasis on past, present, and future |
|
|
Term
|
Definition
Discuss overall team
Performance
Results
Information comes from:
Team members
Other teams/outsiders
Supervisor’s evaluation |
|
|
Term
|
Definition
Discuss how individual behavior contributed to team performance
Information comes from:
Self-appraisal
Peer ratings
Supervisor’s evaluation |
|
|
Term
| Performance Renewal and Recontracting |
|
Definition
Make adjustments to performance plan
Include plan for individual performance as it affects team functioning |
|
|
Term
| Making Team-Based Rewards Effective |
|
Definition
All employees should be eligible
Rewards should be:
Visible
Contingent
Reversible
Avoid factors which cause reward systems to fail
Consider variable pay systems (in addition to individual bonuses |
|
|
