1. Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.

2. Teamwork in Organizations Chapter 14 Copyright © 2009 Nelson Education Ltd.

3. Learning Objectives 1. Identify the types of teams in organizations. 2. Discuss new applications of teams to facilitate employee involvement. 3. Identify ways in which team size and diversity of membership affects team performance. 4. Identify roles within teams and the type of role you could play to help a team be effective. 5. Explain the general stages of team development. Copyright © 2009 Nelson Education Ltd. 14-3

4. Learning Objectives (Cont’d) 6. Explain the concepts of team cohesiveness and team norms and their relationship to team performance. 7. Understand the causes of conflict within and among teams and how to reduce conflict. 8. Discuss the assets and liabilities of organizational teams. Copyright © 2009 Nelson Education Ltd. 14-4

5. What is a Team? Copyright © 2009 Nelson Education Ltd. 14-5 A unit of two or more people who interact and coordinate their work to accomplish a specific goal.

6. Work Team Effectiveness Copyright © 2009 Nelson Education Ltd. 14-6 Based on Two Outcomes: Productive Output Personal Satisfaction

7. Ex. 14.2 Work Team Effectiveness Model Copyright © 2009 Nelson Education Ltd. 14-7

8. Types of Teams Formal Teams are created by organizations as part of the formal organizational structure. Vertical Team: Composed of manager and subordinates in a formal chain of command Sometimes called a functional team or command team Horizontal Team: Composed of employees from about the same hierarchical level but different areas of expertise Given a specific task Copyright © 2009 Nelson Education Ltd. 14-8

9. Types of Teams (Cont’d) Special-purpose Teams are created outside the formal organizational structure to undertake a project of special importance or creativity. Sometimes called project teams Copyright © 2009 Nelson Education Ltd. 14-9

10. Types of Teams (Cont’d) Self-Directed Teams Include employees with several skills and functions Have access to resources Empowered with decision making authority Problem-solving teams discuss ways of improving quality, efficiency, and the work environment Copyright © 2009 Nelson Education Ltd. 14-10

11. Types of Teams (Cont’d) Virtual Teams: Use information and telecommunications technology Collaborate on projects to reach common goals Global Teams: Intercultural: members come from different countries or cultures and meet face to face Global Virtual Teams: Members remain in separate locations and conduct their work electronically Copyright © 2009 Nelson Education Ltd. 14-11

12. Team Characteristics Size Ideal team size is about 7 members Variations of from 5 to 12 members typically are associated with good team performance. Diversity Teams require various skills, knowledge, and experience Diverse teams produce more innovative solutions to problems Copyright © 2009 Nelson Education Ltd. 14-12

13. Team Characteristics (Cont’d) Member Roles Task specialist role spend time and energy helping the team reach its goal. Socio-emotional role support team members’ emotional needs. Copyright © 2009 Nelson Education Ltd. 14-13

14. Ex. 14.4 Team Member Roles Copyright © 2009 Nelson Education Ltd. 14-14 Task Specialist Role ·Focuses on task accomplishment over human needs. ·Important role, but if adopted by everyone, team’s social needs will not be met. Dual Role ·Focuses on task and people. ·May be a team leader. ·Important role, but not essential if members adopt task specialist and socioemotional roles. Nonparticipator Role ·Contributes little to either task or people needs of team. ·Not an important role, but if adopted by too many members, team will disband. Socioemotional Role ·Focuses on people needs of team over task. ·Important role, but if adopted by everyone, team’s tasks won’t be accomplished. High Low Member Social Behaviour Member Task Behaviour

15. Ex. 14.5 Five Stages of Team Development Copyright © 2009 Nelson Education Ltd. 14-15 Forming: Orientation, break the ice Leader: Facilitate social interchanges Storming: Conflict, disagreement Leader: Encourage participation, surfaces differences Norming: Establishment of order and cohesion Leader: Help clarify team roles, norms, values Performing: Cooperation, problem solving Leader: Facilitate task accomplishment Adjourning: Task completion Leader: Bring closure, signify completion 2 3 5 4 1

16. Team Cohesiveness Copyright © 2009 Nelson Education Ltd. 14-16 Determinants of Team Cohesiveness: Team interaction Shared Goals Personal attraction to the team Consequences of Team Cohesiveness: Good effects on satisfaction and morale of team High productivity when team has high performance norm

17. Ex. 14.7 Four Ways Team Norms Develop Copyright © 2009 Nelson Education Ltd. 14-17

18. Managing Team Conflict BBalancing Conflict and Cooperation GGroupthink: people are so committed to a cohesive team that they are reluctant to express contrary opinions. Copyright © 2009 Nelson Education Ltd. 14-18

19. Managing Team Conflict (Cont’d) Copyright © 2009 Nelson Education Ltd. 14-19 Causes of conflict Scarce resources Jurisdictional ambiguities Communication breakdown Personality clashes Power and status differences Goal differences

20. Styles to Handle Conflict Copyright © 2009 Nelson Education Ltd. 14-20 Superordinate goals Bargaining/Negotiation Mediation Facilitating Communications

21. Potential Benefits of Teams Copyright © 2009 Nelson Education Ltd. 14-21 Level of Effort Satisfaction of Members Expanded Job Knowledge and Skills Organizational Responsiveness

22. Potential Cost of Teams Power Realignment Free Riding Coordination Cost Revising Systems Copyright © 2009 Nelson Education Ltd. 14-22