Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.

Organizational Behavior: Chapter 10 COPYRIGHT Copyright 2003 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein. Organizational Behavior: Chapter 10

Chapter 10 Teamwork and High Performance Teams Study questions. What is a high performance team…and what is teamwork? What is team building? What can be done to improve team processes? How do teams contribute to the high performance workplace? Organizational Behavior: Chapter 10

What is a high performance team…and what is teamwork? A team is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable. Teams are one of the major forces behind revolutionary changes in contemporary organizations. Organizational Behavior: Chapter 10

What is a high performance team…and what is teamwork? Types of teams. Teams that recommend things. Established to study specific problems and recommend solutions to them. Teams that run things. Have formal responsibility for leading other groups. Teams that make or do things. Functional groups that perform ongoing tasks. Organizational Behavior: Chapter 10

What is a high performance team…and what is teamwork? The nature of teamwork. Team members actively work together in such a way that all of their respective skills are utilized to achieve a common purpose. Teamwork is the central foundation of any high performance team. Organizational Behavior: Chapter 10

What is a high performance team…and what is teamwork? Characteristics of high performance teams. High performance teams: Have strong core values. Turn a general sense of purpose into specific performance objectives. Have the right mix of skills. Possess creativity. Organizational Behavior: Chapter 10

What is a high performance team…and what is teamwork? Diversity and team performance. To create and maintain high performance teams, the elements of group effectiveness (Chapter 9) must be addressed and successfully managed. Diverse teams: Improve problem solving and increase creativity. May struggle in the short term. Have strong long-term performance potential. Organizational Behavior: Chapter 10

Organizational Behavior: Chapter 10 What is team building? Team members and leaders must work hard to achieve teamwork. Team building helps in achieving teamwork. Team building. A sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness. Organizational Behavior: Chapter 10

Organizational Behavior: Chapter 10 What is team building? How team building works. Five step process. Problem or opportunity in team effectiveness. Data gathering and analysis. Planning for team improvements. Actions to improve team functioning. Evaluation of results. Organizational Behavior: Chapter 10

Organizational Behavior: Chapter 10 What is team building? Approaches to team building. Formal retreat approach. Team building occurs during an offsite retreat. Continuous improvement approach. The manager, team leader, or members take responsibility for ongoing team building. Outdoor experience approach. Members engage in physically challenging situations that require teamwork. Organizational Behavior: Chapter 10

What can be done to improve team processes? Increased emphasis on teams and teamwork: Presents challenges to people accustomed to more traditional ways of working. Creates complications due to multiple and shifting memberships. Requires team leaders and members to deal positively with group dynamics issues. Requires ongoing team building. Organizational Behavior: Chapter 10

What can be done to improve team processes? New member problems. New members are concerned about issues of: Participation. Goals. Control. Relationships. Organizational Behavior: Chapter 10

What can be done to improve team processes? New member problems — cont. Behavior profiles of coping with individual entry problems. Tough battler. Friendly helper. Objective thinker. Organizational Behavior: Chapter 10

What can be done to improve team processes? Behavior profiles for coping. Tough battler. Is frustrated by a lack of identity in the new group. May act aggressively or reject authority. Seeks to determine his or her role in the group. Organizational Behavior: Chapter 10

What can be done to improve team processes? Behavior profiles for coping — cont. Friendly helper. Is insecure, suffering uncertainties of intimacy and control. May show extraordinary support for others, behave in a dependent way, and seek alliances. Needs to know whether she or he will be liked. Organizational Behavior: Chapter 10

What can be done to improve team processes? Behavior profiles for coping — cont. Objective thinker. Is anxious about how personal needs will be met. Acts in a passive, reflective, and even single-minded manner. Concerned with fit between individual and group goals. Organizational Behavior: Chapter 10

What can be done to improve team processes? Task and maintenance leadership. High performance teams require distributed leadership. The team leader and team members share in the responsibility of meeting task needs and maintenance needs. Organizational Behavior: Chapter 10

What can be done to improve team processes? Task activities. The various things members do that contribute directly to the performance of important group tasks. Task activities include: Initiating discussion. Sharing information. Asking information of others. Clarifying what has been said. Summarizing the status of a deliberation. Organizational Behavior: Chapter 10

What can be done to improve team processes? Maintenance activities. Support the group’s social and interpersonal relationships. Maintenance activities include: Encouraging the participation of others. Trying to harmonize differences of opinion. Praising the contributions of others. Agreeing to go along with a popular course of action. Organizational Behavior: Chapter 10

What can be done to improve team processes? Groups members should avoid the following disruptive behaviors: Being overly aggressive toward other members. Withdrawing and refusing to cooperate with others. Horsing around when there is work to be done. Using the group as a forum for self-confession. Talking too much about irrelevant matters. Trying to compete for attention and recognition. Organizational Behavior: Chapter 10

What can be done to improve team processes? Roles and role dynamics. A role is a set of expectations associated with a job or position on a team. Performance problems occur when roles are unclear or conflictive. Organizational Behavior: Chapter 10

What can be done to improve team processes? Roles and role dynamics — cont. Role ambiguity — occurs when a person is uncertain about his/her role. Role overload — occurs when too much is expected and the person feels overwhelmed with work. Role underload — occurs when too little is expected and the person feels underutilized. Organizational Behavior: Chapter 10

What can be done to improve team processes? Roles and role dynamics — cont. Role conflict — occurs when a person is unable to meet the expectations of others. Forms of role conflict. Intrasender role conflict. Intersender role conflict. Person-role conflict. Interrole conflict. Organizational Behavior: Chapter 10

What can be done to improve team processes? Norms: Represent beliefs about how group or team members are expected to behave. Are rules or standards of conduct. Clarify role expectations. Help members to structure their behavior Help members to gain a common sense of direction. Help to reinforce group or team culture. Organizational Behavior: Chapter 10

What can be done to improve team processes? Key norms that can have positive or negative implications. Performance norms. Organizational and personal pride norms. High-achievement norms. Support and helpfulness norms. Improvement and change norms. Organizational Behavior: Chapter 10

What can be done to improve team processes? Team cohesiveness. The degree to which members are attached to and motivated to remain a part of the team. Organizational Behavior: Chapter 10

What can be done to improve team processes? Members of highly cohesive groups: Value their membership. Try to maintain positive relationships with other members. Are energetic when working on team activities. Are not prone to absenteeism or turnover. Are genuinely concerned about team performance. Tend to satisfy a broad range of individual needs. Organizational Behavior: Chapter 10

What can be done to improve team processes? High team cohesiveness occurs when: Members are similar in age, attitudes, needs, and backgrounds. Group size is small. Members respect each others’ competencies. Members agree on common goals. Members work on interdependent tasks. Groups are physically isolated from others. Groups experience performance success or crisis. Organizational Behavior: Chapter 10

What can be done to improve team processes? Rule of conformity in group dynamics. The more cohesive the group, the greater the conformity of members to group norms. Positive performance norms in a highly cohesive group have a positive effect on task performance. Negative performance norms in a highly cohesive group have a negative effect on task performance. Organizational Behavior: Chapter 10

What can be done to improve team processes? Cohesiveness can be increased or decreased by making changes in: Group goals. Membership composition. Member interactions. Group size. Competition within and between teams. Rewards. Location. Duration. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? Problem-solving teams. Employee involvements teams include a wide variety of teams whose members meet regularly to collectively examine important workplace issues. Quality circle. A special type of employee involvement team. Team meets periodically to address problems relating to quality, productivity, or cost. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? Cross-functional teams. Consist of members representing different functional departments or work units. Used to overcome functional silos problem. Used to solve problems with a positive combination of functional expertise and integrative systems thinking. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? Virtual teams. Members meet at least part of the time electronically and with computer support. Groupware facilitates virtual meetings and group decision making. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? Key advantages of virtual teams. Brings cost effectiveness and speed to teamwork. Brings computer power to information processing and decision making. Key disadvantage of virtual teams. Direct personal contact among members suffers. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? Self-managing teams. Small groups are empowered to make the decisions needed to manage themselves on a daily basis. Teams make decisions on: Scheduling work. Allocating tasks. Training in job skills. Evaluating performance. Selecting new team members. Controlling quality of work. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? How self-managing teams work. Are permanent and formal elements of the organizational structure. Team members assume duties otherwise performed by the manager or first-line supervisor. The team should include between 5 and 15 members. Members rely on multiskilling. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? Benefits of self-managing teams. Productivity and quality improvements. Production flexibility. Faster response to technological change. Reduced absenteeism and turnover. Improved work attitudes. Improved quality of work life. Organizational Behavior: Chapter 10

How do teams contribute to the high performance workplace? Operational difficulties for self-managing teams. Impact on supervisors and others accustomed to a more traditional way of working. Self-managing teams are not appropriate for all organizations. Organizational Behavior: Chapter 10