1. Working in Teams

2. Teams vs. Groups: What’s the Difference?
Two or more individuals, interacting and interdependent, who have a stable relationship, a common goal, and perceive themselves to be a group
Teams
Groups that work closely together toward a common objective, and are accountable to one another

3. Stages of Group Development
Stage I: Forming
The first stage in group development, characterized by much uncertainty
Stage II: Storming
The second stage in group development, characterized by intragroup conflict
Stage III: Norming
The third stage in group development, characterized by close relationships and cohesiveness

4. Stages of Group Development
Stage IV: Performing
The fourth stage in group development, when the group is fully functional
Stage V: Adjourning
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

5. Putting the Five-Stage Model Into Perspective
Groups do not necessarily progress clearly through the stages one at a time
Groups can sometimes go back to an earlier stage
Conflict can sometimes be helpful to the group
Context can matter: airline pilots can immediately reach performing stage

6. The Punctuated-Equilibrium Model
First phase
The first meeting sets the group’s direction.
The first phase of group activity is one of inertia.
Transition
A transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time.
The transition initiates major changes.
Second phase
A second phase of inertia follows the transition.
Last meeting is characterized by markedly accelerated activity

7. Characteristics of an Effective Team
1. Clear Purpose
2. Informality
3. Participation
4. Listening
5. Civilized disagreement
6. Consensus decisions
7. Open communication
8. Clear rules and work assignments
9. Shared leadership
10. External relations
11. Style diversity
12. Self-assessment

8. Characteristics of Ineffective Teams
Not sharing issues and concerns
Overdependence on the leader
Failure to carry out decisions
Hidden conflict
Not resolving conflict
Subgroups

9. A Model of Team Effectiveness
Work design •
Autonomy
Skill variety
Task identity
Task significance
Process
Common purpose
Specific goals
Team efficacy
Conflict
Social loafing
Composition
Ability
Personality
Roles and diversity
Size
Flexibility
Preference for teamwork
Context
Adequate resources
Leadership
Performance
evaluation
and rewards

10. Abilities Teams need the following skills to perform effectively
Technical expertise
Problem-solving and decision-making skills
Interpersonal skills

11. Roles in Groups Task-oriented roles Maintenance roles Individual roles
Roles performed by group members to ensure that the tasks of the group are accomplished
Maintenance roles
Roles performed by group members to maintain good relations within the group
Individual roles
Roles performed by group members that are not productive for keeping the group on task

12. Roles That Build Task Accomplishment

13. Roles That Build and Maintain a Team

14. Group Size Research Evidence Smaller groups faster at completing tasks
When problem-solving, larger groups do better

15. Roles of Team Leaders Creating a real team
Setting a clear and meaningful direction
Making sure that the structure will support working effectively
Ensuring that the team has a supportive organizational environment
Providing expert coaching

16. Dimensions of Trust Integrity Competence Consistency Loyalty Openness
Honesty and truthfulness
Competence
Technical and interpersonal knowledge and skills
Consistency
Reliability, predictability, and good judgment in handling situations
Loyalty
Willingness to protect and save face for a person
Openness
Willingness to share ideas and information freely

17. Building Trust
Demonstrate that you’re working for others’ interests as well as your own.
Be a team player.
Practice openness.
Be fair.
Speak your feelings.
Show consistency in the basic values that guide your decision making.
Maintain confidence.
Demonstrate competence.

18. Advantages and Disadvantages of Diversity
Multiple perspectives
Greater openness to new ideas
Multiple interpretations
Increased creativity
Increased flexibility
Increased problem-solving skills
Disadvantages
Ambiguity ( Doubtful )
Complexity
Confusion
Miscommunication
Difficulty in reaching a single agreement
Difficulty in agreeing on specific actions

19. Teams and Workforce Diversity
Impact of diverse groups
Diversity in personality age, gender and experience promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making
Cultural diversity in groups initially leads to more difficulty in building cohesion, gaining satisfaction, being productive
Problems pass with time (certainly by three months)
Culturally diverse groups bring more viewpoints out

20. Virtual Teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Advantages
Can do all the things other teams do, but at a distance
Disadvantages
Lack paraverbal and nonverbal cues, and have limited social contact

21. Building Trust on Virtual Teams
Start with an electronic “courtship” and provide some personal information
Assign clear roles so members can identify with each other
Have good attitudes (eagerness, enthusiasm, and intense action orientation) in messages
Address feelings of isolation
Provide recognition and feedback

22. Beware! Teams Aren’t Always the Answer
Questions to determine whether a team fits the situation:
Can the work be done better by more than one person?
Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals?
Are members of the group interdependent?

23. Summary and Implications
The introduction of teams into the workplace has greatly influenced employee jobs
Factors affecting group performance
Norms control group member behavior by establishing standards of right and wrong.
Status inequities create frustration and can adversely influence productivity.
The impact of size on a group’s performance depends upon the type of task in which the group is engaged.
A group’s demographic composition is a key determinant of individual turnover.

24. Summary and Implications
High-performing teams have common characteristics:
They contain people with special skills
They commit to a common purpose, establish specific goals
They have the leadership and structure to provide focus and direction
They hold themselves accountable at both the individual and team levels
There is high mutual trust among members

25. Summary and Implications
It is difficult to create team players. To do so, managers should:
Select individuals with interpersonal skills
Provide training to develop teamwork skills
Reward individuals for cooperative efforts

26. Sports Teams as Models Poor Models Good Models
Successful teams integrate cooperation and competition
Successful teams score early wins
Successful teams avoid losing streaks
Practice makes perfect
Successful teams use halftime breaks
Winning teams have a stable membership
Successful teams debrief after failures and successes
Poor Models
All sport teams aren’t alike
Work teams are more varied and complex
A lot of employees can’t relate to sports metaphors
Workteam outcomes aren’t easily defined in terms of wins and losses

27. Conducting a Team Meeting
12 steps to more efficient and effective meetings:
Prepare a meeting agenda
Distribute the agenda in advance
Consult with participants before the meeting
Get participants to go over the agenda
Establish specific time parameters
Maintain focused discussion
Encourage and support participation of all members
Maintain a balanced style
Encourage the clash of ideas
Discourage the clash of personalities
Be an effective listener
Bring proper closure