Group & Teams
As illustrated by Plunkett, Attners, and Allen (2002), Teams can do function throughout organizations. Their effectiveness relates directly to how well managers engineer team structure and how team members behave. For example, Boeing’s teams share technical and operational information across international borders, time zones, and cultural differences. As Edgar Schein (1969) reported, the characteristics of effective teams include the following: * Team members are commited to and involved in clear, shared goals * All team members feel free to express themselves and participate in discussion and decisions. Each members is valved and heard. * Members trust each other. In discussions they openly disagree withouit fear of negative consequences. * When needs for leadership arise, any member feels free to volunteer. Team leadership varies with the situation. * Decisions are made by consensus. All team members suppoprt final decisions. * As problems occur, the team focuses on causes, not symptom. Likewise, when members develop solutions, they direct them at the causes of the problem. * Team members are flexible in teams of work processes and problem solving.
They search for new ways of acting * Team members change and grow. All members encourage and support growth.

According to the text,” to use teams and be a team member, you first need to know what is and is not a team. Just as aggregates are not groups, placing people in the same room and calling them a team does not make them one (Johnson and Johnson, 2009, p. 526).”
Reference
Johnson, D.W., & Johnson, F.P. (2009). Joining together: Group theory and group skills (10th ed.). New York: Pearson/Allyn and Bacon.
Plunkett, W. R., Attner, R. F., & Allen, G. S. (2002). Management: Meeting and Exceeding Customer Expectations, 7th ed.
Schein, Edgar. Process Consultation. Reading, Mass.: Addison Wesley, 1969, pp. 42-43.