1. Teams in Organizations
Chapter 13
Teams in Organizations
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2. Module 13.1: 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

3. 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

4. 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
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5. 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.

6. 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
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7. 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

8. A Specialized Team: Airline Cockpit Crew
Benefit from an organizational context that provides:
Challenging objectives
An education system
An information system

9. Module 13.2: 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).

10. Team Inputs Organizational context Team task Team composition
Provide necessary resources
Team task
Task to be performed
Team composition
Attributes of team members
Shared mental models
Team diversity
Demographic & psychological diversity

11. Team Processes Norms Communication & coordination Cohesion
Informal rules of a team
Communication & coordination
Social loafing
Cohesion
Degree of desire to remain in team
Decision making
Groupthink

12. Team member well-being
Team Outputs
Team performance
Often reflected in objective measures
Team innovation
Team member well-being

13. Module 13.3: 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

14. 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

15. 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)
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16. 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

17. 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

18. Teams and Culture
Teams tend to be well-received in collectivistic cultures
Picture 13.4