Teams in Organizations Copyright © The McGraw-Hill Companies, Inc. Chapter 13 Teams in Organizations Ryan McVay/Getty Images Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Module 1: Types of Teams Reasons for increased use of teams: Work can be performed concurrently rather than sequentially Innovation & creativity promoted Enable quick, effective development/delivery of products & services Organizations learn & retain learning more effectively Copyright © The McGraw-Hill Companies, Inc.

Groups & Teams: Definitions Groups include members who may work together or may just share some resources Teams include members whose tasks are interdependent; Work towards a common goal & share responsibility for outcomes Groups & Teams have too much in common for any grand distinctions Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Types of Teams Quality circles Typically involve 6-12 employees who meet regularly to identify problems/generate ideas Positive outcomes in short term but gains not sustained over time (honeymoon effect) Decreasingly popular in US John A. Rizzo/Getty Images Copyright © The McGraw-Hill Companies, Inc.

Types of Teams (cont’d) Project teams Created to solve particular problem Disbanded after problem solved or project completed Raise some organizational challenges – multiple reporting relationships. Copyright © The McGraw-Hill Companies, Inc.

Types of Teams (cont’d) Production teams Consist of front-line employees who produce a tangible output Autonomous work group: Type of production team with control over a variety of functions Research findings unclear, more research is necessary John A. Rizzo/Getty Images Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Virtual Teams Composed of widely dispersed members working together toward a common goal; linked through technology Pose several advantages to organizations Trust is a critical concern; Increase via: Virtual-collaboration, virtual-socialization, and virtual-communication behaviors Copyright © The McGraw-Hill Companies, Inc.

A Specialized Team: Airline Cockpit Crew Benefit from an organizational context that provides: Challenging objectives An education system An information system Filename: 7055.JPG Copyright © The McGraw-Hill Companies, Inc.

Module 2: A Model of Team Effectiveness Input-Process-Output Model Enables understanding of how teams perform & how to maximize performance Figure 13.1 The Input-Process-Output Model of Team Effectiveness Source: Adapted from Gladstein (1984). Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Team Inputs Organizational context Provide necessary resources Team task Task to be performed Team composition Attributes of team members Shared mental models Team diversity Demographic & psychological diversity Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Team Processes Norms Informal rules of a team Communication & coordination Social loafing Cohesion Degree of desire to remain in team Decision making Groupthink Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Team Outputs Team performance Often reflected in objective measures Team innovation Team member well-being Copyright © The McGraw-Hill Companies, Inc.

Module 3: Special Issues in Teams Team appraisal & feedback Should provide team with information needed to identify team problems & further develop team capabilities Extent to which team behaviors & outputs can be measured must be considered ProMES Copyright © The McGraw-Hill Companies, Inc.

Team-role theory (Belbin, 1993) Effective teams contain a combination of individuals capable of working in 9 team roles Used predominantly in Europe & Australia Plant Resource investigator Coordinator Shaper Monitor evaluator Team-Worker Implementer Completer Specialist Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Team Development Changes occur in teams as they develop over time 5 stages of development 1. Orientation (forming) 2. Conflict (storming) 3. Structure (norming) 4. Work (performing) 5. Dissolution (adjourning) PhotoLink/Getty Images Copyright © The McGraw-Hill Companies, Inc.

Copyright © The McGraw-Hill Companies, Inc. Team Training Involves coordinating performance of individuals who work together to achieve a common goal 3 Strategies Cross-training Team coordination training Team leader training Copyright © The McGraw-Hill Companies, Inc.

Cultural Issues in Teams Applying Hofstede’s cultural dimensions Implications for teams Individualism vs. collectivism Long-term vs. short-term orientation Effect of cultural & national backgrounds of team members Copyright © The McGraw-Hill Companies, Inc.

Permissions Slide 1: McGraw-Hill Education Digital Image Library, Ryan McVay/Getty Images, Source Image ID: BU010914, Filename: 65008.JPG Slide 4: McGraw-Hill Education Digital Image Library, John A. Rizzo/Getty Images, Source Image ID: BU003650, Filename: 39302.JPG Slide 6: McGraw-Hill Education Digital Image Library, John A. Rizzo/Getty Images, Source Image ID: BU003657, Filename: 43177.JPG Slide 8: McGraw-Hill Education Digital Image Library, Filename: 7055.JPG Slide 9: Figure 13.1 adapted from Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness. Administrative Sciences Quarterly, 29, pp. 499-517. Used by permission. Slide 15: McGraw-Hill Education Digital Image Library, PhotoLink/Getty Images, Source Image ID: SP000926, Filename: 10095.JPG