Chapter 11 groups and teams Michael A. Hitt C. Chet Miller Adrienne Colella See pages 402-435.

? Knowledge Objectives Describe the nature of groups and teams and distinguish among different types of teams. Explain the criteria used to evaluate team effectiveness. Discuss how various aspects of team composition influence team effectiveness. Understand how structural components of teams can influence performance. Explain how various team processes influence team performance. Describe how teams develop over time. Know what organizations can do to encourage and support effective teamwork. Understand the roles of a team leader. See page 402.

Nature of… Group Team Two or more interdependent individuals Influence one another through social interaction Two or more people, with work roles that require them to be interdependent Operate within the organization, performing relevant tasks Affect others inside and outside the organization Membership is identifiable to those on or not on the team See page 405.

Groups Formal Informal Groups members are formally assigned Groups formed spontaneously by people who share; interests values identities See page 405.

Identity Groups Based on the social identities of members. See page 406.

Virtual Teams Work together but are separated by time, distance, or organizational structure. See page 406.

Virtual Team Technologies Audio teleconferencing Video communication systems Real-time electronic communication Different-time electronic communication Keypad voting systems Group project management software Instant messaging and texting Messaging boards Web conferencing Blogs and Wiki sites See page 406. Adapted from Exhibit 11-1: Tools Commonly Used By Virtual Teams

See page 407. Functional Teams Production Service Management Project Advisory See page 407.

Self-Managing Teams More worker satisfaction Lower turnover and absenteeism Increased productivity Higher quality work More engaged in work Higher level of commitment to the team See page 408.

Team Effectiveness See pages 410-411. Knowledge Criteria Affective Criteria Outcome Criteria Team Needed? See pages 410-411.

Benefits versus Cost Synergy Process Loss Greater goal commitment Greater variety of skills and abilities used for task achievement Greater sharing of knowledge Time and energy members spend maintaining the team Managing, coordinating, and developing effective communication within the team See page 411.

Factors Affecting Effectiveness ‘Team Composition’ Assumptions can lead to mistakes people who are similar to each other will work better together – create homogeneous teams everyone knows how or is suited to work in a team a larger team is always better See pages 411-412.

Factors Affecting Effectiveness ‘Diversity’ Demographic Diversity Value Diversity Type of Task Outcome Type of Diversity Time See page 412.

Factors Affecting Effectiveness ‘Personality’ Agreeableness Emotional stability Individual conscientiousness Team-level extraversion Openness to experience See pages 412-413.

Factors Affecting Effectiveness ‘Team Orientation’ Extent to which an individual works well with others, wants to contribute to team performance, and enjoys being on the team. See page 413.

No one best size team for all situations. Team Size and Performance No one best size team for all situations. Task Environment Team Performance Number of Team Members High Low 2 5 8 11 13 . . . See page 413. Adapted from Exhibit 11-2: The Relationship Between Team Size and Team Performance

Factors Affecting Effectiveness ‘Team Structure’ Usual means of coordinating formal team efforts. leaders are appointed work rules and procedures are detailed division of individual task responsibilities See pages 414-416.

Team Member Roles Task Roles Socioemotional Roles Individual Roles Team Structure Team Member Roles Initiator/Contributor Information Seeker Information Giver Elaborator Opinion Giver Coordinator Orienter Evaluator/Critic Energizer Procedural Technician Recorder Task Roles Socioemotional Roles Encourager Harmonizer Compromiser Gatekeeper Standard Setter Observer Follower Individual Roles Aggressor Blocker Dominator Evader Help Seeker Recognition Seeker See page 415. Adapted from Exhibit 11-3: Team Member Roles

Team Structure Norms Rules or standards that regulate the team’s behavior. See pages 414-415.

Team Structure Task Structure Divisible Tasks Separated into subcomponents Unitary Tasks Cannot be divided Performed individually Optimization Quality goal Maximization Quantity goal See page 416.

Team Structure Task Structure Additive Tasks Individual inputs are added together Compensatory Individual performances are averaged together Conjunctive Individual tasks create team performance Disjunctive Work together to develop single product/solution See page 416.

Team Processes Cohesion Conflict Social Facilitation Social Loafing Communication See pages 417-421.

Cohesion Interpersonal Task Member’s liking or attraction to other team members Member’s attraction and commitment to the tasks and goals of the team See page 417.

Personal Substantive Procedural Types of Conflict See page 419.

Social Facilitation Improvement in individual performance when others are present. See page 419.

Avoid Social Loafing Make Individual Contributions Visible Foster Team Cohesiveness Smaller versus larger teams Evaluate individual contributions Monitor and oversee everyone’s contributions Provide team-level rewards Teamwork training Select “team players” to be on the team See pages 420-421.

Communication Informal Formal See page 421.

Models of Team Development Stage Model Forming orientation Storming conflict Norming structure Performing work Adjourning dissolution Models of Team Development Stage Model See page 423. Adapted from Exhibit 11-4: Models of Team Development

Models of Team Development Punctuated Equilibrium Model First Stage: Norming Activities Focus on Socioemotional Roles Second Stage: Performing Activities Focus on Task Roles Task deadline approaches or half-way mark in teams’ tenure See page 423. Adapted from Exhibit 11-4: Models of Team Development

Managing Effective Teams Top Management Support Support Systems Explicit vision and strategic plan Results-oriented measurement of outcomes Include associates at all levels in decision-making process Explicit decisions about using teams Manage and review support systems for teams Technology Information systems Selection of team members Training Rewards Leadership See pages 423-427.

Check out http://wileymanagementupdates.com/ Strategic lens Think of some teams of which you have been a member. How successful were they? To what do you attribute your teams’ success or lack thereof? Why do organizations use teams to accomplish the work that needs to be done? What value do teams provide? Someday you will be a leader of a team. What processes will you use to select team members? What specific actions will you take to manage the team to ensure high team productivity? See page 427. Check out http://wileymanagementupdates.com/ for daily articles related to management in the news .