Presentation on theme: "Schermerhorn - Chapter 131 Chapter 13 Teams and Teamwork 4 Planning Ahead –How do teams help organizations? –How do teams work? –How do teams make decisions?"— Presentation transcript:
Schermerhorn - Chapter 131 Chapter 13 Teams and Teamwork 4 Planning Ahead –How do teams help organizations? –How do teams work? –How do teams make decisions? –How can leaders build high-performance teams?
Schermerhorn - Chapter 132 Teams in Organizations 4 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
Schermerhorn - Chapter 133 Teams in Organizations 4 Teamwork is the process of people working together in teams to accomplish common goals
Schermerhorn - Chapter 134 Teams in Organizations 4 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
Schermerhorn - Chapter 135 Teams in Organizations 4 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
Schermerhorn - Chapter 136 Teams in Organizations 4 What can go wrong in teams? –social loafing –personality conflicts –task ambiguity –poor readiness to work –poor teamwork
Schermerhorn - Chapter 137 Teams in Organizations 4 Committees –usually operate with an ongoing purpose –membership may change over time
Schermerhorn - Chapter 138 Teams in Organizations 4 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
Schermerhorn - Chapter 139 Teams in Organizations 4 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.
Schermerhorn - Chapter 1310 Teams in Organizations 4 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.
Schermerhorn - Chapter 1311 Teams in Organizations 4 Virtual Teams –employees who work together and solve problems through largely computer-mediated interactions local area networks wide area networks intranets electronic meeting rooms
Schermerhorn - Chapter 1312 Teams in Organizations 4 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
Schermerhorn - Chapter 1313 Teams in Organizations 4 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
Schermerhorn - Chapter 1314 How Teams Work 4 Team Effectiveness –two key results task performance member satisfaction –effective teams have high levels of both results
Schermerhorn - Chapter 1315 How Teams Work 4 Team Effectiveness –input factors that influence good group process organizational setting nature of the task team size membership characteristics
Schermerhorn - Chapter 1316 How Teams Work 4 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.
Schermerhorn - Chapter 1317 How Teams Work 4 Norms and Cohesiveness –behavior expected of team members –can be enforces with reprimands and other sanctions
Schermerhorn - Chapter 1318 How Teams Work 4 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
Schermerhorn - Chapter 1319 How Teams Work 4 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
Schermerhorn - Chapter 1320 How Teams Work 4 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
Schermerhorn - Chapter 1321 How Teams Work 4 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.
Schermerhorn - Chapter 1322 Decision Making in Teams 4 Methods for Team Decisions –lack of response –authority rule –minority rule –majority rule –consensus –unanimity
Schermerhorn - Chapter 1323 Decision Making in Teams 4 Assets and Liabilities of Team Decisions –Potential Advantages information alternatives understanding, acceptance and commitment –Potential Disadvantages social pressure to conform minority domination time demands
Schermerhorn - Chapter 1324 Decision Making in Teams 4 Groupthink –tendency for highly cohesive groups to lose their critical evaluative capabilities
Schermerhorn - Chapter 1325 Decision Making in Teams 4 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
Schermerhorn - Chapter 1326 Leadership and High Performance Teams 4 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
Schermerhorn - Chapter 1327 Leadership and High Performance Teams 4 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
Schermerhorn - Chapter 1328 Leadership and High Performance Teams 4 Leadership Challenges –establish clear vision of future –create change –unleash talent