1. PowerPoint Presentation to Accompany Management Third Canadian Edition John R. Schermerhorn, Jr. Barry Wright Prepared by: Jim LoPresti University of Colorado, Boulder Revised by: Dr. Shavin Malhotra Ryerson University, Toronto, Ontario

2. Management 2e - Chapter 152 Chapter 15: Teams, Teamwork, and Collaboration

3.  15.1 Explain how teams contribute to organizations.  15.2 Describe the current trends in the use of teams.  15.3 Explain how teams work.  15.4 Describe how teams make decisions.  15.5 Describe methods of manage conflict.  15.6 Understand how to negotiate successful agreements. Chapter 15 Learning Objectives Management 3e - Chapter 153

4.  Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results.  Teamwork The process of people actively working together to accomplish common goals Teams in Organizations Management 3e - Chapter 154

5.  Team and teamwork roles for managers: Supervisor — serving as the appointed head of a formal work unit. Network facilitator — serving as a peer leader an network hub for a special task force. Participant — serving as a helpful contributing member of a project team. External coach — serving as the external convener or sponsor of a problem-solving team staffed by others. Management 3e - Chapter 155 Teams in Organizations

6. Figure 15.1 Team and teamwork roles for managers. Management 3e - Chapter 156

7.  Synergy The creation of a whole that is greater than the sum of its parts. A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise. Management 3e - Chapter 157 Teams in Organizations

8.  Usefulness of teams: More resources for problem solving. Improved creativity and innovation. Improved quality of decision making. Greater commitments to tasks. Higher motivation through collective action. Better control and work discipline. More individual need satisfaction. Teams in Organizations Management 3e - Chapter 158

9.  Common problems in teams: Personality conflicts. Individual differences in work styles. Ambiguous agendas. Ill-defined problems. Poor readiness to work. Lack of motivation. Conflicts with other deadlines or priorities. Lack of team organization or progress. Meetings that lack purpose or structure. Members coming to meetings unprepared. Teams in Organizations Management 3e - Chapter 159

10.  Seven sins of deadly meetings: People arrive late, leave early, and don’t take things seriously. The meeting is too long. People don’t stay on topic. The discussion lacks candor. The right information isn’t available, so decisions are postponed. No one puts decisions into action. The same mistakes are made meeting after meeting. Teams in Organizations Management 3e - Chapter 1510

11. Teams in Organizations  Formal groups Teams that are officially recognized and supported by the organization for specific purposes. Specifically created to perform essential tasks. Managers and leaders serve “linking pin” roles. Management 3e - Chapter 1511

12. Teams in Organizations  Informal groups Not recognized on organization charts. Not officially created for an organizational purpose. Emerge as part of the informal structure and from natural or spontaneous relationships among people. Include interest, friendship, and support groups. Can have positive performance impact. Can help satisfy social needs. Management 3e - Chapter 1512

13.  Committees, project teams, and task forces: Committees People outside their daily job assignments work together in a small team for a specific purpose. Task agenda is narrow, focused, and ongoing. Projects teams or task forces People from various parts of an organization work together on common problems, but on a temporary basis. Official tasks are very specific and time defined. Disbands after task is completed. Trends in the Use of Teams Management 3e - Chapter 1513

14.  Guidelines for managing projects and task forces: Select appropriate team members. Clearly define the purpose of the team. Carefully select a team leader. Periodically review progress. Management 3e - Chapter 1514 Trends in the Use of Teams

15.  Cross-functional teams Members come from different functional units of an organization. Team works on a specific problem or task with the needs of the whole organization in mind. Teams are created to knock down “walls” separating departments. Management 3e - Chapter 1515 Trends in the Use of Teams

16.  Virtual teams Teams of people who work together and solve problems through largely computer- mediated rather than face-to-face interactions. Sometimes called: Computer-mediated groups Electronic group networks Management 3e - Chapter 1516 Trends in the Use of Teams

17.  Potential advantages of virtual teams: Savings in time and travel expenses. Minimization or elimination of interpersonal difficulties. Ease of expansion.  Potential problems of virtual teams: Difficulty in establishing good working relationships. Depersonalization of working relationships. Management 3e - Chapter 1517 Trends in the Use of Teams

18.  Guidelines for managing virtual teams: Virtual teams should begin with social messaging. Team members should be assigned clear roles. Team members must have positive attitudes that support team goals. Management 3e - Chapter 1518 Trends in the Use of Teams

19.  Self-managing work teams Teams of 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 to do the required work. Also known as autonomous work groups. Management 3e - Chapter 1519 Trends in the Use of Teams

20.  Typical self-management responsibilities: Planning and scheduling work. Training members in various tasks. Sharing tasks. Meeting performance goals. Ensuring high quality. Solving day-to-day operating problems. In some cases, hiring and firing team members. Management 3e - Chapter 1520 Trends in the Use of Teams

21.  In self-managing work teams, members: Are held collectively accountable for performance results. Have discretion in distributing tasks within the team. Have discretion in scheduling work within the team. Are able to perform more than one job on the team. Evaluate one another’s performance contributions. Are responsible for the total quality of team products. Management 3e - Chapter 1521 Trends in the Use of Teams

22. Figure 15.3 Organizational and management implications of self-managing work teams. Management 3e - Chapter 1522

23.  Team building A sequence of planned activities used to gather and analyze data on the functioning of a team and to implement constructive changes to increase its operating effectiveness. Management 3e - Chapter 1523 Trends in the Use of Teams

24.  Steps in a cyclical 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. Management 3e - Chapter 1524 Trends in the Use of Teams

25.  Characteristics of high-performing teams: A clear and elevating goal. A task-driven, results-oriented structure. Competent and committed members who work hard. A collaborative climate. High standards of excellence. External support and recognition. Strong and principled leadership. Management 3e - Chapter 1525 Trends in the Use of Teams

26.  Effective teams achieve and maintain high levels of task performance. achieve and maintain high levels of member satisfaction. retain viability for the future. How Teams Work Management 3e - Chapter 1526

27. Figure 15.4 An open-systems model of work team effectiveness. Management 3e - Chapter 1527

28.  Resource input factors that influence group process in the pursuit of team effectiveness: Nature of the task. Organizational setting. Team size. Membership characteristics. Management 3e - Chapter 1528 How Teams Work

29.  Group process: The way the members of any team work together as they transform inputs into outputs Also known as group dynamics. Includes communications, decision making, norms, cohesion, and conflict, among others. Management 3e - Chapter 1529 How Teams Work

30.  Team effectiveness may be summarized as … Management 3e - Chapter 1530 Team Effectiveness = Quality of Inputs + (Process Gains - Process Losses) How Teams Work

31.  Team diversity: A variety of values, personalities, experiences, demographics, and cultures among members. Greater variety of available ideas, perspectives, and experiences. As team diversity increases, complexity of interpersonal relationships also increases Management 3e - Chapter 1531 How Teams Work

32.  Stages of team development: Forming: initial orientation and interpersonal testing. Storming: conflict over tasks and ways of working as a team. Norming: consolidation around task and operating agendas. Performing: teamwork and focused task performance. Adjourning: task accomplishment and eventual disengagement. Management 3e - Chapter 1532 How Teams Work

33. Figure 15.8 Criteria for assessing the maturity of a team. Management 3e - Chapter 1533

34.  Norms Behaviour expected of team members. Rules or standards that guide behaviour. May result in team sanctions.  Performance norms Define the level of work effort and performance that team members are expected to contribute to the team task. Management 3e - Chapter 15 34 How Teams Work

35.  Guidelines for building positive norms: Act as a positive role model. Reinforce the desired behaviours with rewards. Control results by performance reviews and regular feedback. Orient and train new members to adopt desired behaviours. Recruit and select new members who exhibit desired behaviours. Hold regular meetings to discuss progress and ways of improving. Use team decision-making methods to reach agreement. Management 3e - Chapter 1535 How Teams Work

36.  Cohesiveness The degree to which members are attracted to and motivated to remain part of a team. Can be beneficial if paired with positive performance norms. Management 3e - Chapter 1536 How Teams Work

37.  Effects of team cohesiveness and norms: Positive norms + high cohesiveness  high performance and strong commitments to positive norms. Positive norms + low cohesiveness  moderate performance and weak commitments to positive norms. Management 3e - Chapter 1537 How Teams Work

38.  Effects of team cohesiveness and norms: Negative norms + low cohesiveness  low to moderate performance and weak commitments to negative norms. Negative norms + high cohesiveness  low performance and strong commitments to negative norms. Management 3e - Chapter 1538 How Teams Work

39. Figure 15.5 How cohesiveness and norms influence team performance. Management 3e - Chapter 1539

40.  Guidelines for increasing team cohesion: Induce agreement on team goals. Increase membership homogeneity. Increase interaction among members. Decrease team size. Introduce competition with other teams. Reward team rather than individual results. Provide physical isolation from other teams. Management 3e - Chapter 1540 How Teams Work

41.  Task activities Actions by team members that contribute directly to team’s performance purpose. Include: Initiating Information sharing Summarizing Elaborating Opinion giving Management 3e - Chapter 1541 How Teams Work

42.  Maintenance activities Support emotional life of a team as an ongoing social system. Include: Gatekeeping Encouraging Following Harmonizing Reducing tension Management 3e - Chapter 1542 How Teams Work

43.  Distributed leadership roles Make every member responsible for recognizing when task and/or maintenance activities are needed and taking actions to provide them. Leading through task activities focuses on solving problems and achieving performance results. Leading through maintenance activities helps strengthen and perpetuate the team as a social system. Management 3e - Chapter 1543 How Teams Work

44. Figure 15.10 Distributed leadership helps teams meet task and maintenance needs. Management 3e - Chapter 1544 How Teams Work

45.  Dysfunctional activities that detract from team effectiveness: Being aggressive Blocking Self-confessing Seeking sympathy Competing Withdrawal Horsing around Seeking recognition Management 3e - Chapter 1545 How Teams Work

46.  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. Management 3e - Chapter 1546 How Teams Work

47. Figure 15.11 Interaction patterns and communication networks in teams. Management 3e - Chapter 1547 Source: John R. Schermerhorn, Jr., James G. Hunt, and Richard N. Osborn, Organizational Behavior, 8 th ed. (New York: Wiley, 2003), p. 347. Used by permission.

48. Decision-Making in Teams  Methods of team decision making: Lack of response Authority rule Minority rule Majority rule Consensus Unanimity Management 3e - Chapter 1548

49.  Assets of team decision making: Greater amounts of information, knowledge, and expertise. Expands number of action alternatives considered. Increases understanding and acceptance. Increases commitment to follow through. Management 3e - Chapter 1549 Decision-Making in Teams

50.  Potential disadvantages of team decision making: Social pressure to conform. Individual or minority group domination. Time requirements. Management 3e - Chapter 1550 Decision-Making in Teams

51.  Symptoms of groupthink: Illusions of group invulnerability. Rationalizing unpleasant and disconfirming data. Belief in inherent group morality. Negative stereotypes of competitors. Pressure to conform. Self-censorship of members. Illusions of unanimity. Mind guarding. Management 3e - Chapter 1551 Decision-Making in Teams

52.  Methods for dealing with groupthink: Have each group member be a critical evaluator. Don’t appear to favour one course of action. Create subteams to work on the same problems. Have team members discuss issues with outsiders. Have outside experts observe and provide feedback on team activities. Assign a member to the devil’s advocate role. Hold a second-chance meeting. Management 3e - Chapter 1552 Decision-Making in Teams

53.  Creativity in team decision-making  Brainstorming  Engages group members in an open, spontaneous discussion of problems and ideas.  Nominal group technique  Structures interaction among team members discussing problems and ideas. Management 3e - Chapter 1553 Decision-Making in Teams

54. Management 3e - Chapter 1554 Conflict  Conflict A disagreement between people on: Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments. Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes. Conflict that is well managed can help promote creativity and high performance.

55. Management 3e - Chapter 1555  Functional conflict Moderately intense conflict. Constructive and stimulates people toward greater work efforts, cooperation, and creativity.  Dysfunctional conflict Low-intensity and very high-intensity conflict. Destructive and hurts task performance. Conflict

56. Management 3e - Chapter 1556 Figure 15.12 The relationship between conflict and performance.

57. Management 3e - Chapter 1557  Causes of conflict Role ambiguities. Resource scarcities. Task interdependencies. Competing objectives. Structural differentiation. Unresolved prior conflicts. Conflict

58. Management 3e - Chapter 1558  Structural approaches for resolving conflicts: Appealing to superordinate goals. Making more resources available. Changing the people. Altering the physical environment. Conflict

59. Management 3e - Chapter 1559  Integrative devices for resolving conflicts: Using liaison personnel, special task forces, cross-functional teams, or a matrix organization. Changing reward systems. Changing policies and procedures. Training in interpersonal skills. Conflict

60. Management 3e - Chapter 1560  People’s conflict management styles reflect different combinations of cooperative and assertive behaviour. Cooperativeness is the desire to satisfy the other party’s needs and concerns. Assertiveness is the desire to satisfy one’s own needs and concerns. Conflict

61. Management 3e - Chapter 1561  Conflict management styles: Avoidance (withdrawal). Uncooperative and unassertive. Accommodation (smoothing). Cooperative and assertive. Competition (authoritative command). Uncooperative and assertive. Compromise Moderately cooperative and assertive. Collaboration (problem solving). Cooperative and assertive. Conflict

62. Management 3e - Chapter 1562 Figure 15.13 Alternative conflict management styles.

63. Management 3e - Chapter 1563  Conflict management styles: Lose-lose conflict Management by avoidance or accommodation. Win-lose conflict Management by competition and compromise. Win-win conflict Management by collaboration. Conflict

64. Management 3e - Chapter 1564 Negotiation  Negotiation the process of making joint decisions when the parties involved have different preferences. All negotiation situations are susceptible to conflict and require exceptional communication and interpersonal skills.

65. Management 3e - Chapter 1565  Negotiation goals and approaches: Substance goals Concerned with outcomes. Tied to the “content” issues of negotiation. Relationship goals Concerned with processes. Tied to the way people work together. Effective negotiations occur when: Issues of substance are resolved. Working relationships are maintained or improved. Negotiation

66. Management 3e - Chapter 1566  Negotiation goals and approaches: Distributive negotiation Focuses on claims made by each party. Leads to win-lose outcomes. Principled (or integrative) negotiation: Goal is to base the outcome on the merits of individual claims. Leads to win-win outcomes. Negotiation

67. Management 3e - Chapter 1567  Gaining integrative agreements: Separate the people from the problem. Focus on interests, not on positions. Generate many alternatives before deciding what to do. Insist that results are based on some objective standard. Negotiation

68. Management 3e - Chapter 1568 Figure 15.14 The bargaining zone in classic two-party negotiation.

69. Management 3e - Chapter 1569  Common negotiation pitfalls: Falling prey to the myth of the “fixed pie.” Nonrational escalation of conflict. Overconfidence and ignoring other’s needs. Too much “telling” and too little “hearing.” Negotiation

70. Management 3e - Chapter 1570  Approaches to avoiding negotiation pitfalls: Mediation Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues. Arbitration Involves a neutral third party who acts as a judge and issues a binding decision. Negotiation

71. Management 3e - Chapter 1571  Ethical issues in negotiation High ethical standards should be maintained. Profit motive and the competitive desire to win sometimes lead to unethical behaviour. Unethical negotiating behaviour can lead to short-term gains but long-term losses. Negotiation

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