Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1 The Good and Bad of Using Teams Advantages of Teams Disadvantages of Teams When to Use And Not Use Teams 1 1

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2 The Advantages of Teams 1.1 Customer Satisfaction Product and Service Quality Speed and Efficiency in Product Development Employee Job Satisfaction Decision Making Commitment to decisions More alternate solutions Multiple perspectives

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3 The Disadvantages of Teams 1.2 Initially High Employee Turnover Social Loafing Disadvantages of Group Decision Making Groupthink Inefficient meetings Minority domination Lack of accountability

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4 Doing the Right Thing Don’t be a Team Slacker—Do Your Share  Slacking on teams is wrong  Slacking hurts a team’s performance  In the real world, team slacking contributes to lost sales, poorer decisions, lower-quality products, and lower productivity Don’t be a Team Slacker—Do Your Share  Slacking on teams is wrong  Slacking hurts a team’s performance  In the real world, team slacking contributes to lost sales, poorer decisions, lower-quality products, and lower productivity 1.2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5 The Disadvantages of Teams Factors that Encourage People to Withhold Effort in Teams 1. The presence of someone with expertise 2. The presentation of a compelling argument 3. Lacking confidence in one’s ability to contribute 4. An unimportant or meaningless decision 5. A dysfunctional decision-making climate Adapted From Exhibit

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6 When to Use Teams  There is a clear purpose  The job can’t be done unless people work together  Team-based rewards are possible  Ample resources exist  Teams have authority  There is a clear purpose  The job can’t be done unless people work together  Team-based rewards are possible  Ample resources exist  Teams have authority USE TEAMS WHEN…DON’T USE TEAMS WHEN…  There is no clear purpose  The job can be done independently  Only individual-based rewards exist  Resources are scarce  Management controls Adapted From Exhibit

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7 Kinds of Teams How Teams Differ in Autonomy How Teams Differ in Autonomy Special Kinds Of Teams Special Kinds Of Teams 2 2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8 Autonomy, the Key Dimension Traditional Work Groups Traditional Work Groups Employee Involvement Teams Employee Involvement Teams Semi- autonomous Work Groups Semi- autonomous Work Groups Self- managing Teams Self- managing Teams Self- designing Teams Self- designing Teams Autonomy Adapted From Exhibit

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9 Special Kinds of Teams Cross-Functional Teams Virtual Teams Project Teams 2.2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10 Cross-Functional Teams  Employees from different functional areas  Attack problems from multiple perspectives  Generate more ideas and alternative solutions  Often used in conjunction with matrix and product organizational structures 2.2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11 Tips for Managing Successful Virtual Teams Virtual Teams  Select self-starters and strong communicators  Keep the team focused on clear, specific goals  Provide frequent feedback  Keep team upbeat and action-oriented  Periodically bring team members together  Improve communications  Ask team members for feedback on how well team is working  Empower virtual teams Adapted From Exhibit

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12 Project Teams  Created to complete specific, one-time projects within a limited time  Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices  Can reduce or eliminate communication barriers, and speed up the design process  Promote flexibility 2.2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13 Work Team Characteristics Team Size Team Size Team Conflict Team Conflict Team Development Team Development Team Norms Team Norms Team Cohesiveness Team Cohesiveness 3 3

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14 Team Norms  Informally agreed-on standards that regulate team behavior  Powerful influence on work behavior  Regulate the everyday behaviors of teams 3.1

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15 Team Cohesiveness  The extent to which members are attracted to the team and motivated to remain in it  Cohesive teams:  retain their members  promote cooperation  have high levels of performance 3.2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16 Promoting Team Cohesiveness 1. Make sure all team members are present at team meetings 2. Create additional opportunities for teammates to work together 3. Engage in nonwork activities as a team 4. Make employees feel that they are part of a “special” organization 3.2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17 Team Size Size Performance 3.3

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18 Team Conflict  C-type Conflict  cognitive conflict  focuses on problems and issues  associated with improvements in team performance  A-type Conflict  affective conflict  emotional, personal disagreements  associated with decreases in team performance  Both types often occur simultaneously 3.4

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19 How Teams Can Have a Good Fight Adapted from Exhibit Work with more, rather than less, information 2. Develop multiple alternatives to enrich debate 3. Establish common goals 4. Inject humor into the workplace 5. Maintain a balance of power 6. Resolve issues without forcing a consensus 3.4

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20 Stages of Team Development Team Performance Time Forming Storming Norming Performing De-Norming De-Storming De-Forming Adapted from Exhibit

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 21 Enhancing Work Team Effectiveness TeamTraining TeamCompensation Selecting Team Members Setting Team Goals and Priorities 4 4

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22 Setting Team Goals and Priorities  Team goals enhance team performance  Goals clarify team priorities  Challenging team goals help team members to regulate effort 4.1

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23 Requirements for Stretch Goals to Motivate Team Performance  Teams have a high degree of autonomy  Teams are empowered with control resources  Teams need for structural accommodation  Teams need bureaucratic immunity 4.1

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24 Selecting People for Teamwork TeamDiversityTeamDiversity TeamLevelTeamLevelIndividualism-CollectivismIndividualism-Collectivism 4.2

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25 Team Training ConflictConflict Interpersonal Skills Decision Making and Problem Solving Technical Training Training for Team Leaders 4.3

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26 Problems Reported by Team Leaders 1. Confusion about new roles 2. Feeling they’ve lost control 3. Not knowing what it means to coach or empower 4. Having doubts about whether team concept will work 5. Uncertainty about dealing with employees’ doubts 6. Confusion about when team is ready for more responsibility 7. Confusion about how to share responsibility and accountability 8. Concern about promotional opportunities 9. Uncertainty about the strategic aspects of leader’s role as team matures 10. Not knowing where to turn for help with team problems Adapted from Exhibit

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27 Team Compensation and Recognition  The level of reward must match the level of performance  Three methods of compensating team participants:  skill-based pay  gainsharing  nonfinancial rewards 4.4

Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28 Team Compensation and Recognition 4.4 Exhibit 10.10