2. Distinguish between a team and a work group and outline the key elements that are essential for the establishment of a team
Describe the dimensions and characteristics of teams and how diversity can help or hinder team performance
Outline the stages of team development and the way in which norms are established in teams
© South-Western, a part of Cengage Learning

3. Describe how teams function and how members of the team interact to accomplish the team’s goals and objectives
Define the major aspects of team effectiveness and explain the role that leaders play in influencing team performance
© South-Western, a part of Cengage Learning

4. What Is a Team?
A group of two or more people with complementary skills who are committed to working together to achieve a specific objective
Has clear boundaries that define who is and is not part of the team
Possesses the authority to manage their own work processes
Possesses a sense of stability that enables members to work together over a set period of time
© South-Western, a part of Cengage Learning

5. Teams versus Individual Work Groups
The amount of information that must be processed
to understand the task, the degree of uncertainty about possible outcomes, the presence of many
subtasks that require a range of skills and knowledge, or the absence of standardized procedures to conduct the task
Task complexity
Extent to which group members need to work with and rely on each other to produce the collective work of the group
Task interdependence
Issues that orient team members toward their goals and priorities and help them understand how their work fits in the bigger picture.
Task objectives
© South-Western, a part of Cengage Learning

6. Team Characteristics Team Environment Leveraging Diversity
Collocated and Geographically Distributed Teams
Manager-Led versus Self-Directed Teams
Team Environment
Team Composition and Size
© South-Western, a part of Cengage Learning

7. Manager-Led versus Self-Directed Teams
The manager acts as the team leader
Manager-led teams
Composed of a manager and his or her subordinates in the formal chain of command, in one functional department
Vertical teams
Composed of employees from about the same hierarchical level but from several different departments in the organization
Horizontal teams
Determine their own objectives and the methods by which to achieve them
Self-directed teams
© South-Western, a part of Cengage Learning

8. Collocated and Geographically Distributed Teams
Teams that use a significant amount of face-to-face communication to make operating decisions. They operate in close proximity to one another, engage in a lot of social interaction, and provide quick feedback on the team’s progress to one another
Collocated teams
Teams that are made up of geographically or organizationally dispersed members who rely heavily on electronic tools such as , fax, voic , telephone, and videoconferencing to interact with one another
Geographically distributed
teams
© South-Western, a part of Cengage Learning

9. Stages of Team Development
Occurs when team members define the task that is to be done and how that task is to be accomplished, setting the ground rules for the team
Forming stage
Occurs when team members experience conflicts about interpersonal issues and differences in perspectives
Storming stage
Occurs when team members uncover ways to create new standards that encourage more collaborative behavior
Norming stage
Occurs when team members adopt and play roles that enhance the activities of the group
Performing stage
Occurs when a team has completed its task and the team is disbanded
Adjourning stage
© South-Western, a part of Cengage Learning

10. Components of Team Process
Constructive conflict
Purposeful and rigorous decision making
Effective participation and meaningful influence
Effective team performance
© South-Western, a part of Cengage Learning

11. Figure 17.3 - Team Decision-Making Process
© South-Western, a part of Cengage Learning

12. Effective Participation and Meaningful Influence
Disengaging from the team process and failing to contribute to the team’s recommendations or other deliverables
Social loafing
The extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives
Participation
Behaviors that inhibit the team and its members from achieving their objectives
Blocking behaviors
The action of people behaving in line with a group’s expectations and beliefs
Conformity
© South-Western, a part of Cengage Learning

13. Figure 17.6 - Conditions for Team Effectiveness
Source: Adapted from J. Richard Hackman, Leading Teams: Setting the Stage for Great Performances (Boston, MA: HBS Press, 2002).
© South-Western, a part of Cengage Learning

14. Table 17.2 - Behaviors of Effective Team Leaders
© South-Western, a part of Cengage Learning

15. Figure 17.7 - Different Approaches to Boundary Management
Source: Adapted from Deborah Ancona, “Outward Bound: Strategies for Team Survival in an Organization,” Academy of Management Journal, Vol. 33, No. 2, 1990, pp. 334–365.
© South-Western, a part of Cengage Learning

16. Approaches for Leading Geographically Distributed or Virtual Teams
Manage a collocated team first
Set guidelines for team communication
Communicate more to avoid jargon
Share background information
Find highly-placed allies to sponsor team
Watch for conflict and learn to manage it
Debrief to better next time
© South-Western, a part of Cengage Learning

17. KEY TERMS
Adjourning stage Blocking behaviors Boundary manager Collocated teams Conformity Forming stage Geographically distributed teams Horizontal teams Manager-led teams Norming stage Participation
Performing stage Project teams Self-directed teams Social loafing Storming stage Task complexity Task interdependence Task objectives Team Team norms Vertical teams
© South-Western, a part of Cengage Learning