1. Chapter 5
Working in Teams

2. Chapter Outline Teams versus Groups: What’s the Difference?
Why Have Teams Become So Popular?
Beware! Teams Aren’t Always the Answer
Understanding How Teams Work
Roles With Teams
Creating Effective Teams
Developing Trust
Teams and Workforce Diversity
This material is found in the beginning of the chapter.

3. Questions for Consideration
Team Work
Questions for Consideration
What’s the difference between a group and a team?
Are teams always the right answer?
How can we ensure that teams work effectively?
This material is found in the beginning of the chapter.

4. Teams versus Groups Work Group Work Team
A group that interacts primarily to share information and to make decisions to help each other perform within his or her area of responsibility
Work Team
A group whose individual efforts result in a performance that is greater than the sum of those individual inputs
This material is found on page 158.

5. Exhibit 5-1 Teams and Work Groups
This material is found on page 159.

6. Beware! Teams Aren’t Always the Answer
Questions to determine whether a team fits the situation:
Can the work be done better by more than one person?
Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals?
Are members of the group interdependent?
This material is found on page

7. Point: Teams: The Way to Go
The value of teams is now well known. The following are benefits that can result from the introduction of work teams.
Increased employee motivation.
Higher levels of productivity.
Increased employee satisfaction.
Common commitment to goals.
Improved communication.
Expanded job skills.
Organizational flexibility.
This material is found on page 162.

8. CounterPoint: Teams Are Not Always the Answer
A critical look at four of the assumptions which seem to underlay this team ideology.
Mature teams are task oriented and have successfully minimized the negative influences of other group forces.
Individual, group, and organizational goals can all be integrated into common team goals.
Participative or shared leadership is always effective.
The team environment drives out the subversive forces of politics, power, and conflict that divert groups from efficiently doing their work.
This material is found on page 163.

9. Exhibit 5-2 Stages of Group Development
Stage I
Forming
Prestage 1
Stage II
Storming
Stage III
Norming
This material is found on page
Forming is characterized by a great deal of uncertainty about the group’s purpose, structure, and leadership. Members are “testing the waters” to determine what types of behaviour are acceptable. This stage is complete when members have begun to think of themselves as part of a group.
The storming stage is one of intragroup conflict. Members accept the existence of the group, but resist the constraints that the group imposes on individuality. When this stage is complete, a relatively clear hierarchy of leadership will emerge within the group.
In the third stage close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identity and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behaviour.
This fourth stage, when significant task progress is being made is called performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand.
For permanent work groups, performing is the last stage in their development. However, for temporary committees, teams, task forces, and similar groups that have a limited task to perform, there is an adjourning stage. In this stage, the group prepares for its disbandment.
Stage IV
Performing
Stage V
Adjourning

10. Stages of Group Development
Forming
The first stage in group development, characterized by much uncertainty
Storming
The second stage in group development, characterized by intragroup conflict
Norming
The third stage in group development, characterized by close relationships and cohesiveness
Performing
The fourth stage in group development, when the group is fully functional
Adjourning
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance
This material is found on page

11. Exhibit 5-3 The Punctuated-Equilibrium Model
Time
(Low)
(High)
First
Meeting
Phase 1
Phase 2
Transition
Completion A B
(A+B)/2
Performance
This material is found on page
The Punctuated-Equilibrium Model. It’s been found that
(1) the first meeting sets the group’s direction;
(2) the first phase of group activity is one of inertia;
(3) a transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time;
(4) the transition initiates major changes;
(5) a second phase of inertia follows the transition; and
(6) the group’s last meeting is characterized by markedly accelerated activity.
These findings are shown in Exhibit 5-3.

12. Roles
A role is a set of expected behaviour patterns attributed to someone occupying a given position in a social unit.
Role Identity: Certain attitudes and behaviours consistent with a role
Role Perception: An individual’s view of how he or she is supposed to act in a given situation
Role Expectations: How others believe a person should act in a given situation
Psychological Contract: Unwritten agreement that sets out what management expects from the employee, and vice versa.
Role Conflict: A situation in which an individual is confronted by divergent role expectations
This material is found on page

13. Roles in Groups Task-oriented roles Maintenance roles Individual roles
Roles performed by group members to ensure that the tasks of the group are accomplished
Maintenance roles
Roles performed by group members to maintain good relations within the group
Individual roles
Roles performed by group members that are not productive for keeping the group on task
This material is found on page

14. Exhibit 5-4 Task-oriented Roles
This material is found on page

15. Exhibit 5-4 Maintenance-oriented Roles
This material is found on page

16. Conducting a Group Meeting
Follow these 12 steps to more efficient and effective meetings:
Prepare a meeting agenda.
Distribute the agenda in advance.
Consult with participants before the meeting.
Get participants to go over the agenda.
Establish specific time parameters.
Maintain focused discussion.
Encourage and support participation of all members.
Maintain a balanced style.
Encourage the clash of ideas.
Discourage the clash of personalities.
Be an effective listener.
Bring proper closure.
This material is found on page 169.

17. Exhibit 5-6 Dimensions of Trust
This material is found on page

18. Dimensions of Trust Integrity Competence Consistency Loyalty Openness
Honesty and truthfulness
Competence
Technical and interpersonal knowledge and skills
Consistency
Reliability, predictability, and good judgment in handling situations
Loyalty
Willingness to protect and save face for a person
Openness
Willingness to share ideas and information freely
This material is found on page

19. Building Trust
Demonstrate that you’re working for others’ interests as well as your own.
Be a team player.
Practice openness.
Be fair.
Speak your feelings.
Show consistency in the basic values that guide your decision making.
Maintain confidence.
Demonstrate competence.
This material is found on page 175.

20. Exhibit 5-7 Advantages and Disadvantages of Diversity
Multiple perspectives
Greater openness to new ideas
Multiple interpretations
Increased creativity
Increased flexibility
Increased problem-solving skills
Ambiguity
Complexity
Confusion
Miscommunication
Difficulty in reaching a single agreement
Difficulty in agreeing on specific actions
Advantages Disadvantages
This material is found on page

21. Summary and Implications
The introduction of teams into the workplace has greatly influenced employee jobs
High-performing teams have common characteristics:
they contain people with special skills
they commit to a common purpose, establish specific goals
they have the leadership and structure to provide focus and direction
they hold themselves accountable at both the individual and team levels
there is high mutual trust among members
It is difficult to create team players. To do so, managers should:
select individuals with interpersonal skills
provide training to develop teamwork skills
reward individuals for cooperative efforts
This material is found on page