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Chapter 18
             Teamwork
Topics
    Teamwork                                                                                  Chapter 18

       Teams & their applications within organizations
       Types of teams
       Stages of Development
       Team Characteristics
       Individual contributions to teams
       Teamwork costs and benefits
       Ability to manage teams – component of
        manager and organization success
    Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
2
Teamwork

     Over the past two decades, the use of
      teams has increased dramatically in
      response to
                   new             competitive pressures,
                   the          need for greater flexibility and speed, &
                   a   desire to give people more opportunities
                    for involvement
                                                                                               Manager’s Challenge: Rowe


     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
3
What is a Team?


                A unit of 2 or more people who
                interact or coordinate their work to
                accomplish a specific goal




     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
4
Differences Between
        Groups and Teams
         Groups                                                                               Teams
       Designated leader                                                      Shares/rotates leader
       Individual accountability                                              Accountable to each other
       Identical purpose for group                                            Specific team vision or
        & organization                                                          purpose
       Individual work products                                               Collective work products
       Runs efficient meetings                                                Encourages open-ended
       Effectiveness=influence on                                              discussions
        business                                                               Effectiveness=value of
       Discusses, decides,                                                     collective work
        delegates work to                                                      Discusses, decides, shares
        individuals                                                             work


    Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
5
Work Team Effectiveness Model




    Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
6
Formal Teams - A team created by the
      organization as part of the formal organization
      structure
    Vertical Team - composed of a manager and
    subordinates, sometimes called functional or command
    teams.
    Horizontal Team - composed of employees from the
    same hierarchical level but from different areas of
    expertise.
    Committee – A long-lasting, sometimes permanent
    team in the organization structure created to deal with
    tasks that recur regularly.
    Special-Purpose Team - created outside the formal
    organization for special projects and disband once the
    project is completed.
      Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
7
Self-Directed Teams
    A team consisting of multi-skilled workers who rotate jobs
               Employees with several skills and functions
               Given access to various resources –
                information, equipment, machinery, and
                supplies needed to perform the complete
                task
               Empowered with decision making authority
                freedom to select new members , solve
                problems, spend money, monitor results and
                plan for the future
         Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
8
Teams in the New Workplace

         Virtual      teams- consist of geographically
               or organizationally dispersed members
               linked via technology
         Global      teams- cross-border teams
               made up of members from different
               nationalities
                 –    intercultural
                 –    virtual
    Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
9
Challenges of Virtual Teams

      Select                the right team members
      Manage                      socialization
      Foster                 trust
      Effectively                       manage communications



      Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
10
Characteristics of Teams
                         Teams of 5-12 seem to work best

           Size
           Ideal size is thought to be 7
           Variations of from 5 to 12 typically are associated
            with good team performance
           Small teams (2-4 members) show more
            agreement, ask more questions
           Large teams (12 or more) tend to have more
            disagreements; subgroups form, conficts among
            them occur
     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
11
Characteristics of Teams
      Size- Diversity -                                     Member Roles
      Diversity
            Produce   more innovative solutions to problems
            Source of creativity
            Contribute to a healthy level of conflict that leads
             to decision making
            Work team performance –racial, national, ethnic
                     Shortterm = difficulty learning to work together
                     Leadership helps problems fade over time



      Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
12
Characteristics of Teams
     spend time and energy helping the team reach its goal

           Member Roles -                                                                          Socio-emotional role
           Task specialist role spend                                                               support team members’
            time and energy helping the                                                              emotional needs
            team reach its goal                                                                                Encourage
                      Initiate ideas                                                                          Harmonize
                      Give opinions                                                                           Reduce
                      Seek information                                                                         tension
                      Summarize                                                                               Follow
                      Energize                                                                                Compromise




           Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
13
Team Member Roles
     High        Task Specialist Role                                                   Dual Role
         · Focuses on task                                                              · Focuses on task and people.
           accomplishment                                                               · May be a team leader.
           over human needs.                                                            · Important role, but not
         · Important role, but if adopted                                                 essential if members adopt
           by everyone, team’s social                                                     task specialist and
Member needs won’t be met.                                                                socioemotional roles.
 Task
Behavior Nonparticipator Role                                                           Socioemotional Role
          · Contributes little to either task                                           · Focuses on people needs of
            or                                                                            team over task.
            people needs of team.                                                       · Important role, but if adopted
          · Not an important role-if                                                      by everyone, team’s tasks
            adopted by too many members,                                                  won’t be accomplished.
  Low       team will disband.
                Low                                           Member Social Behavior                                 High
            Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
14
Stages of Team Development
                                                                                         Adjourning:
                                                                           Task completion
                                                                           Leader: Bring closure, signify completion

                                                                               Performing:
                                                                    Cooperation, problem solving
                                                                    Leader: Facilitate task
                                                                    accomplishment
                                                                        Norming:
                                                     Establishment of order and cohesion
                                                     Leader: Help clarify team roles, norms, values

                                                                     Storming:
                                                     Conflict, disagreement
                                                     Leader: Encourage participation

                                                           Forming:
                                            Orientation, break the ice
                                            Leader: Facilitate social interchanges
     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
15
Team Cohesiveness
      High cohesiveness is attractive feature of team

        Extent to which team members are
         attracted to the team and motivated
         to remain in it
        Determinants
             Team structure
             Context



     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
16
Determinants of Team Cohesiveness
     Team structure and context influence cohesiveness

       Team                  Structure
          Team interaction - the more time spent together,
           the more cohesive the team
          Shared goals - members agree on goals, they will
           be more cohesive
          Personal attraction to the team - similar attitudes
           and values and enjoy being together

     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
17
Determinants of Team Cohesiveness
     Team structure and context influence cohesiveness

       Team                  Context
          Moderate competition with other teams –
           cohesiveness increases as it strives to win
          Team success & favorable evaluation of the team
           by outsiders – add to cohesiveness




     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
18
Consequences of Team Cohesiveness
                      High morale – mixed team performance
        Morale – higher in cohesive teams
          –    Increased communication among members
          –    Friendly team climate
          –    Maintenance of membership

        Team Performance – mixed
          –    Cohesive Team members’ productivity tends to be uniform
          –    Non-cohesive teams have wider variation in member
               productivity

                                                                         Experiential Exercise: Is Your Group a Cohesive Team?


     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
19
Team Norms

      Standard of conduct that is shared by team
        members and guides their behavior
                                                            •     Valuable - define
                                                                  boundaries of
                                                                  acceptable
                                                                  behavior

                                                            •     Not written down



     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
20
Conflict
                     Most important team characteristic
      Antagonistic   interaction in which one party
         attempts to thwart the intentions or goals of
         another
           ●    Conflict is inevitable whenever people work
                together in teams
           ●    Among members within a team or between one
                team and another
           ●    Can have healthy impact = energizes people
                toward higher performance

      Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
21
Balancing Conflict and Cooperation

      Groupthink    = tendency for people to be so
        committed to a cohesive team that they are
        reluctant to express contrary opinions
      Abilene                  Paradox = (Jerry Harvey) tendency to go
        along with others for the sake of avoiding conflict
      Low            levels of conflict –associated with poor
        decision making in top management teams

                                                                        Ethical Dilemma: Consumer Safety or Team Commitment?

     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
22
Causes of Team Conflict

•Scarce Resources: include money, information, and supplies.
•Jurisdictional Ambiguities: conflicts emerge when job
 boundaries and responsibilities are unclear.
•Communication Breakdown: poor communications result in
 misperceptions and misunderstandings of other people and
 teams.
•Personality Clashes: personality clashes are caused by
 basic differences in personality, values, and attitudes.
 •Power and Status Differences: occur when one party has
  disputable influence over another.
•Goal Differences: conflict often occurs simply because
 people are pursuing conflicting goals.
      Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
23
Balancing Conflict and Cooperation

      Superordinate  Goals = goal that cannot be
        reached by a single party
      Bargaining  / Negotiation = parties engage
        one another in an attempt to systematically
        reach a solution
      Mediation    = process of using a third party to
        settle a dispute

     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
24
Guidelines for Helping Managers
       Facilitate Communication
     Focus on substantive issues vs. interpersonal conflicts


                                    Focus on facts
                                    Develop multiple alternatives
                                    Maintain a balance of power
                                    Never force a consensus



       Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
25
Potential Benefits of Teams

      Enhance                      individual productivity through
          ●    Increased member effort
          ●    Team members’ personal satisfaction
          ●    Integration of diverse abilities and skills
          ●    Increased organizational flexibility




     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
26
Potential Cost of Teams

       When     teams do not work well it is usually
            because of
              ●     Power realignment
              ●     Free riding – a person who benefits from team
                    membership but does not make a
                    proportionate contribution to the team’s work
              ●     Coordination costs – the time and energy to
                    coordinate the activities of a team to enable it
                    to perform its task
              ●     Revising systems
     Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
27

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Chapter 18 teamwork

  • 1. Chapter 18 Teamwork
  • 2. Topics Teamwork Chapter 18  Teams & their applications within organizations  Types of teams  Stages of Development  Team Characteristics  Individual contributions to teams  Teamwork costs and benefits  Ability to manage teams – component of manager and organization success Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2
  • 3. Teamwork  Over the past two decades, the use of teams has increased dramatically in response to new competitive pressures, the need for greater flexibility and speed, & a desire to give people more opportunities for involvement Manager’s Challenge: Rowe Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 3
  • 4. What is a Team? A unit of 2 or more people who interact or coordinate their work to accomplish a specific goal Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 4
  • 5. Differences Between Groups and Teams Groups Teams  Designated leader  Shares/rotates leader  Individual accountability  Accountable to each other  Identical purpose for group  Specific team vision or & organization purpose  Individual work products  Collective work products  Runs efficient meetings  Encourages open-ended  Effectiveness=influence on discussions business  Effectiveness=value of  Discusses, decides, collective work delegates work to  Discusses, decides, shares individuals work Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 5
  • 6. Work Team Effectiveness Model Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 6
  • 7. Formal Teams - A team created by the organization as part of the formal organization structure Vertical Team - composed of a manager and subordinates, sometimes called functional or command teams. Horizontal Team - composed of employees from the same hierarchical level but from different areas of expertise. Committee – A long-lasting, sometimes permanent team in the organization structure created to deal with tasks that recur regularly. Special-Purpose Team - created outside the formal organization for special projects and disband once the project is completed. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 7
  • 8. Self-Directed Teams A team consisting of multi-skilled workers who rotate jobs  Employees with several skills and functions  Given access to various resources – information, equipment, machinery, and supplies needed to perform the complete task  Empowered with decision making authority freedom to select new members , solve problems, spend money, monitor results and plan for the future Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 8
  • 9. Teams in the New Workplace  Virtual teams- consist of geographically or organizationally dispersed members linked via technology  Global teams- cross-border teams made up of members from different nationalities – intercultural – virtual Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 9
  • 10. Challenges of Virtual Teams  Select the right team members  Manage socialization  Foster trust  Effectively manage communications Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 10
  • 11. Characteristics of Teams Teams of 5-12 seem to work best  Size  Ideal size is thought to be 7  Variations of from 5 to 12 typically are associated with good team performance  Small teams (2-4 members) show more agreement, ask more questions  Large teams (12 or more) tend to have more disagreements; subgroups form, conficts among them occur Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 11
  • 12. Characteristics of Teams Size- Diversity - Member Roles  Diversity  Produce more innovative solutions to problems  Source of creativity  Contribute to a healthy level of conflict that leads to decision making  Work team performance –racial, national, ethnic  Shortterm = difficulty learning to work together  Leadership helps problems fade over time Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 12
  • 13. Characteristics of Teams spend time and energy helping the team reach its goal  Member Roles -  Socio-emotional role  Task specialist role spend support team members’ time and energy helping the emotional needs team reach its goal  Encourage  Initiate ideas  Harmonize  Give opinions  Reduce  Seek information tension  Summarize  Follow  Energize  Compromise Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 13
  • 14. Team Member Roles High Task Specialist Role Dual Role · Focuses on task · Focuses on task and people. accomplishment · May be a team leader. over human needs. · Important role, but not · Important role, but if adopted essential if members adopt by everyone, team’s social task specialist and Member needs won’t be met. socioemotional roles. Task Behavior Nonparticipator Role Socioemotional Role · Contributes little to either task · Focuses on people needs of or team over task. people needs of team. · Important role, but if adopted · Not an important role-if by everyone, team’s tasks adopted by too many members, won’t be accomplished. Low team will disband. Low Member Social Behavior High Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 14
  • 15. Stages of Team Development Adjourning: Task completion Leader: Bring closure, signify completion Performing: Cooperation, problem solving Leader: Facilitate task accomplishment Norming: Establishment of order and cohesion Leader: Help clarify team roles, norms, values Storming: Conflict, disagreement Leader: Encourage participation Forming: Orientation, break the ice Leader: Facilitate social interchanges Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 15
  • 16. Team Cohesiveness High cohesiveness is attractive feature of team  Extent to which team members are attracted to the team and motivated to remain in it  Determinants  Team structure  Context Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 16
  • 17. Determinants of Team Cohesiveness Team structure and context influence cohesiveness  Team Structure  Team interaction - the more time spent together, the more cohesive the team  Shared goals - members agree on goals, they will be more cohesive  Personal attraction to the team - similar attitudes and values and enjoy being together Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 17
  • 18. Determinants of Team Cohesiveness Team structure and context influence cohesiveness  Team Context  Moderate competition with other teams – cohesiveness increases as it strives to win  Team success & favorable evaluation of the team by outsiders – add to cohesiveness Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 18
  • 19. Consequences of Team Cohesiveness High morale – mixed team performance  Morale – higher in cohesive teams – Increased communication among members – Friendly team climate – Maintenance of membership  Team Performance – mixed – Cohesive Team members’ productivity tends to be uniform – Non-cohesive teams have wider variation in member productivity Experiential Exercise: Is Your Group a Cohesive Team? Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 19
  • 20. Team Norms  Standard of conduct that is shared by team members and guides their behavior • Valuable - define boundaries of acceptable behavior • Not written down Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 20
  • 21. Conflict Most important team characteristic  Antagonistic interaction in which one party attempts to thwart the intentions or goals of another ● Conflict is inevitable whenever people work together in teams ● Among members within a team or between one team and another ● Can have healthy impact = energizes people toward higher performance Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 21
  • 22. Balancing Conflict and Cooperation  Groupthink = tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions  Abilene Paradox = (Jerry Harvey) tendency to go along with others for the sake of avoiding conflict  Low levels of conflict –associated with poor decision making in top management teams Ethical Dilemma: Consumer Safety or Team Commitment? Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 22
  • 23. Causes of Team Conflict •Scarce Resources: include money, information, and supplies. •Jurisdictional Ambiguities: conflicts emerge when job boundaries and responsibilities are unclear. •Communication Breakdown: poor communications result in misperceptions and misunderstandings of other people and teams. •Personality Clashes: personality clashes are caused by basic differences in personality, values, and attitudes. •Power and Status Differences: occur when one party has disputable influence over another. •Goal Differences: conflict often occurs simply because people are pursuing conflicting goals. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 23
  • 24. Balancing Conflict and Cooperation  Superordinate Goals = goal that cannot be reached by a single party  Bargaining / Negotiation = parties engage one another in an attempt to systematically reach a solution  Mediation = process of using a third party to settle a dispute Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 24
  • 25. Guidelines for Helping Managers Facilitate Communication Focus on substantive issues vs. interpersonal conflicts  Focus on facts  Develop multiple alternatives  Maintain a balance of power  Never force a consensus Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 25
  • 26. Potential Benefits of Teams  Enhance individual productivity through ● Increased member effort ● Team members’ personal satisfaction ● Integration of diverse abilities and skills ● Increased organizational flexibility Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 26
  • 27. Potential Cost of Teams  When teams do not work well it is usually because of ● Power realignment ● Free riding – a person who benefits from team membership but does not make a proportionate contribution to the team’s work ● Coordination costs – the time and energy to coordinate the activities of a team to enable it to perform its task ● Revising systems Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 27