1. MANAGEMENT
RICHARD L. DAFT

2. Leading Teams
CHAPTER 19

3. Learning Outcomes Identify the types of teams in organizations.
Identify the types of teams in organizations.
Discuss some of the problems and challenges of teamwork.
Identify roles within teams and the type of role you could play to help a team be effective.
Explain the general stages of team development.
Identify ways in which team size and diversity of membership affects team performance.
Explain the concepts of team cohesiveness and team norms and their relationship to team performance.
Understand the causes of conflict within and among teams and how to reduce conflict.
Define the outcome of effective teams and how managers can enhance team effectiveness.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

4. How Do You Like To Work?
Teams are a great way to gain management experience
Teams have become a primary way organizations work
Teams have advantages but they can be challenging
Good teams can be highly productive, but teams aren’t always successful
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5. Why Teams at Work?
Individuals within organizations are interdependent and teams are an effective way to get work done
A team is two or more people
There is regular interaction
Share performance goals
Teams and groups are not the same….
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6. Differences Between Groups and Teams
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7. The Dilemma of Teams We have to give up our independence
We have to give up our independence
We have to put up with free riders
Teams are sometimes dysfunctional
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8. Five Common Dysfunctions of Teams
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9. How to Make Teams Effective
Smooth teams don’t simply “happen”
Teams must:
Define Roles
Establish Norms
Set Goals
To increase effectiveness:
Productive Output
Personal Satisfaction
Capacity to Adapt and Learn
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

10. Effective Team Leadership
Rally people around a compelling purpose
Share power
Admit ignorance
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11. Work Team Effectiveness Model
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12. Formal Teams are those created by the organization
Types of Teams
Formal Teams are those created by the organization
Vertical Team
Functional Team
Command Team
Horizontal Team
Cross-functional Team/Task Force
Committee
Special-purpose Teams/Project Teams
Self-Directed Teams
Problem-solving Team/Quality Circles
Permanent
Diverse skill set
Access to resources
Empowered to make decisions
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13. Horizontal and Vertical Teams in an Organization
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14. Innovative Uses of Teams
Virtual Teams - geographically or organizationally dispersed members who are linked through technology
Use technology to build relationships
Shape culture through technology
Monitor progress and reward members
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15. What Effective Virtual Team Leaders Do
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16. Global Teams Cross-border Work Teams Enormous Challenges
Cross-border Work Teams
Members of different nationalities, countries, cultures
May be a virtual team
Enormous Challenges
Gaps of time, distance and culture
Challenges can impact communications, decision making, and work pace
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

17. Team Characteristics
Size – additional members beyond five can cause a decrease in motivation
Need diverse skills but intimate
Diversity – diverse teams produce more innovative solutions to problems
Member Roles – structure to focus on tasks and social needs
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18. Successful teams are structured with clear team member roles
Task Specialist Role
Successful teams are structured with clear team member roles
Task Specialists Role:
Initiate ideas
Give opinions
Seek information
Energize
Socioemotional Role:
Encourage
Harmonize
Reduce Tension
Follow
Compromise
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19. Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
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20. Team Cohesiveness Determinants Consequences Team Interaction
Team Interaction
Shared Goals
Personal Attraction to the Team
Presence of Competition
Team Success
Morale
Productivity
Determinants
Consequences
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21. Four Ways Team Norms Develop
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22. Managing Team Conflict
Antagonistic behavior that blocks the goals of the team
Conflict is inevitable, but it must be dealt with
Several causes of conflict:
Competition over resources
Communication breakdowns
Trust
Differing goals
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23. Balancing Conflict and Cooperation
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24. A Model of Styles to Handle Conflict
Competing
Avoiding
Compromising
Accommodating
Collaborating
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25. Managing Conflict
Superordinate goals – the ability for team members to see the big picture and reach larger objectives
Mediation – using a third party to settle disputes
Negotiation – Give and take discussions and consideration of alternatives
Intergrative negotiation – a win-win assumption
Disruptive negotiation – each party attempts to gain a fixed “size of the pie”
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26. Rules for Reaching a Win-Win Solution
Separate the people from the problem
Focus on interests, not current demands
Generate many alternatives for mutual gain
Insist that results be based on objective standards
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27. Work Team Effectiveness
Productive Output
Does the team’s output meet expectations?
Satisfaction of Members
Does the experience contribute to the well-being, personal satisfaction and development of members?
Capacity to Adapt and Learn
Has the team learned from experience?
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