1. Chapter 13 Teams and Teamwork
Planning Ahead
How do teams help organizations?
How do teams work?
How do teams make decisions?
How can leaders build high-performance teams?
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2. Teams in Organizations
A team is a small group of people with complimentary skills who work together to achieve a common purpose and hold themselves mutually accountable for its accomplishment
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3. Teams in Organizations
Teamwork is the process of people working together in teams to accomplish common goals
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4. Teams in Organizations
Synergy
means that a team is using its membership resources to the fullest and is achieving more as a unit than could otherwise be achieved
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5. Teams in Organizations
Usefulness of Teams
increasing resources for problem solving
fostering creativity and innovation
improving quality of decision making
enhancing members’ commitments to tasks
raising motivation through collective action
helping control and discipline members
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6. Teams in Organizations
What can go wrong in teams?
social loafing
personality conflicts
task ambiguity
poor readiness to work
poor teamwork
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7. Teams in Organizations
Committees
usually operate with an ongoing purpose
membership may change over time
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8. Teams in Organizations
Task Force
usually operates on more temporary basis
tasks very specific and time defined
often disbands after task is completed
creativity and innovation are very important processes
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9. Teams in Organizations
Cross-Functional Teams
Members come from different functional units and parts of an organization.
Teams are created to knock down “walls” separating departments.
Team works on a specific problem or task with the needs of the whole organization in mind.
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10. Teams in Organizations
Employee Involvement Teams
Groups of workers who meet on a regular basis outside of the formal assignments.
Have the goal of applying their expertise and attention to important workplace matters.
Quality circles represent a common form of employee involvement teams.
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11. Teams in Organizations
Virtual Teams
employees who work together and solve problems through largely computer-mediated interactions
local area networks
wide area networks
intranets
electronic meeting rooms
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12. Teams in Organizations
Self-Managing Work Teams
workers whose jobs have been redesigned to create a high degree of task interdependence and who have been given authority to make many decisions about how they go about doing the required work
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13. Teams in Organizations
In Self-Managing Work Teams, Members
are held collectively accountable for performance results
have discretion in distributing tasks
have discretion in scheduling work
are able to perform multiple tasks
evaluate one another’s performance contributions
responsible for total quality of team products
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How Teams Work
Team Effectiveness
two key results
task performance
member satisfaction
effective teams have high levels of both results
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How Teams Work
Team Effectiveness
input factors that influence good group process
organizational setting
nature of the task
team size
membership characteristics
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How Teams Work
Stages of Team Development
Forming - initial orientation and interpersonal testing.
Storming - conflict over tasks and ways of operating as a team.
Norming - consolidation around operating task and agendas.
Performing – teamwork and focused task performance.
Adjourning – task accomplishment and eventual disengagement.
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How Teams Work
Norms and Cohesiveness
behavior expected of team members
can be enforces with reprimands and other sanctions
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How Teams Work
How to Build Positive Norms
acting as positive role model
reinforcing desired behaviors
controlling results by regular feedback
orienting and training new members to adopt desired behaviors
holding regular meetings to discuss progress
using team decision-making methods to reach agreement
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How Teams Work
Cohesiveness
degree to which members are attracted to and want to remain part of a team
can be good if paired with positive performance norms
more cohesiveness the greater conformity of members to norms
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How Teams Work
Task and Maintenance Needs
Task Activities
contribute directly to team’s performance purpose
Maintenance Activities
support emotional life of team
Distributed Leadership
makes every member responsible for
correctly recognizing when task and/or maintenance activities are needed and responding appropriately
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How Teams Work
Communication Networks
Decentralized
All members communicate directly with one another
Centralized
Activities are coordinated and results pooled by central point of control
Restricted
Polarized subgroups contest one another.
Subgroups may engage in antagonistic relations.
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22. Decision Making in Teams
Methods for Team Decisions
lack of response
authority rule
minority rule
majority rule
consensus
unanimity
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23. Decision Making in Teams
Assets and Liabilities of Team Decisions
Potential Advantages
information
alternatives
understanding, acceptance and commitment
Potential Disadvantages
social pressure to conform
minority domination
time demands
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24. Decision Making in Teams
Groupthink
tendency for highly cohesive groups to lose their critical evaluative capabilities
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25. Decision Making in Teams
Symptoms of Groupthink
illusions of group invulnerability
rationalizing unpleasant data
belief in inherent group morality
negative stereotypes of competitors
pressure to conform
self-censorship
illusions of unanimity
mind guarding
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26. Leadership and High Performance Teams
clear and elevating goal
task-driven, results oriented structure
competent and committed members
collaborative climate
high standards of excellence
external support and recognition
strong and principled leadership
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27. Leadership and High Performance Teams
Team-Building Process
Step 1 – problem awareness
Step 2 – data gathering
Step 3 – data analysis and diagnosis
Step 4 – action planning
Step 5 – action implementation
Step 6 - evaluation
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28. Leadership and High Performance Teams
Leadership Challenges
establish clear vision of future
create change
unleash talent
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