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Chapter 13 Teams and Teamwork

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Presentation on theme: "Chapter 13 Teams and Teamwork"— Presentation transcript:

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? Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

3 Teams in Organizations
Teamwork is the process of people working together in teams to accomplish common goals Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

6 Teams in Organizations
What can go wrong in teams? social loafing personality conflicts task ambiguity poor readiness to work poor teamwork Schermerhorn - Chapter 13

7 Teams in Organizations
Committees usually operate with an ongoing purpose membership may change over time Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

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. Schermerhorn - Chapter 13

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. Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

14 Schermerhorn - Chapter 13
How Teams Work Team Effectiveness two key results task performance member satisfaction effective teams have high levels of both results Schermerhorn - Chapter 13

15 Schermerhorn - Chapter 13
How Teams Work Team Effectiveness input factors that influence good group process organizational setting nature of the task team size membership characteristics Schermerhorn - Chapter 13

16 Schermerhorn - Chapter 13
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. Schermerhorn - Chapter 13

17 Schermerhorn - Chapter 13
How Teams Work Norms and Cohesiveness behavior expected of team members can be enforces with reprimands and other sanctions Schermerhorn - Chapter 13

18 Schermerhorn - Chapter 13
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 Schermerhorn - Chapter 13

19 Schermerhorn - Chapter 13
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 Schermerhorn - Chapter 13

20 Schermerhorn - Chapter 13
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 Schermerhorn - Chapter 13

21 Schermerhorn - Chapter 13
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. Schermerhorn - Chapter 13

22 Decision Making in Teams
Methods for Team Decisions lack of response authority rule minority rule majority rule consensus unanimity Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

24 Decision Making in Teams
Groupthink tendency for highly cohesive groups to lose their critical evaluative capabilities Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

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 Schermerhorn - Chapter 13

28 Leadership and High Performance Teams
Leadership Challenges establish clear vision of future create change unleash talent Schermerhorn - Chapter 13

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