1. Teamwork Chapter Fourteen Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

2. Learning Objectives LO 1 Discuss how teams can contribute to an organization’s effectiveness LO 2 Describe different types of teams LO 3 Summarize how groups become teams LO 4 Explain why groups sometimes fail LO 5 Describe how to build an effective team LO 6 List methods for managing a team’s relationships with other teams LO 7 Identify ways to manage conflict 14-2

3. The Contributions of Teams  Building blocks for organizational structure  Increase quality and productivity while reducing costs  Enhance speed and be powerful forces for innovation and change 14-3

4. Types of Teams  Work teams  Teams that make or do things like manufacture, assemble, sell, or provide service.  Project and development teams  Teams that work on long term projects but disband once the work is completed. 14-4

5. Types of Teams  Parallel teams  Teams that operate separately from the regular work structure, and exist temporarily. 14-5

6. Types of Teams  Management teams  Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits. 14-6

7. Types of Teams  Transnational teams  Work groups composed of multinational members whose activities span multiple countries.  Virtual teams  Teams that are physically dispersed and communicate electronically more than face-to-face. 14-7

8. Practices of Effective Virtual Team Leaders 14-8 Table 14.1

9. Types of Teams  Teaming  A strategy of teamwork on the fly, creating many temporary, changing teams 14-9

10. Self-Managed Teams  Traditional work groups  Groups that have no managerial responsibilities. 14-10

11. Self-Managed Teams  Self-managed teams  Autonomous work groups in which workers are trained to do all or most of the jobs in a unit and make decisions previously made by frontline supervisors. 14-11

12. Self-Managed Teams  Autonomous work groups  Groups that control decisions about and execution of a complete range of tasks. 14-12

13. Self-Managed Teams  Self-designing teams  Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform. 14-13

14. How Groups Become Real Teams  Team  A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. 14-14

15. Group Processes  Forming  group members attempt to lay the ground rules for what types of behavior are acceptable.  Storming  hostilities and conflict arise, and people jockey for positions of power and status. 14-15

16. Group Processes  Norming  group members agree on their shared goals, and norms and closer relationships develop.  Performing  the group channels its energies into performing its tasks. 14-16

17. Teaming Challenges 1. Emphasizing the team’s purpose 2. Building psychological safety 3. Embracing failure 4. Putting conflict to work 14-17

18. Building Effective Teams Team effectiveness is defined by three criteria: 1. Productive output of the team meets or exceeds standards of quantity and quality 2. Team members realize satisfaction of their personal needs 3. Team members remain committed to working together again 14-18

19. Motivating Teamwork  Social loafing  Working less hard and being less productive when in a group. 14-19

20. Motivating Teamwork  Social facilitation effect  Working harder when in a group than when working alone. 14-20

21. Question ___________ are shared beliefs about how people should think and behave. A. Roles B. Norms C. Expectations D. Customs 14-21

22. Norms and Roles  Norms  Shared beliefs about how people should think and behave.  Roles  Different sets of expectations for how different individuals should behave. 14-22

23. Roles  Task specialist role  Role requiring stronger job-related skills and abilities  Team maintenance specialist role  Role that develops and maintains team harmony 14-23

24. Cohesiveness  Cohesiveness  The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another. 14-24

25. Cohesiveness, Performance Norms, and Group Performance 14-25 Figure 14.1

26. Building Cohesiveness and High-Performance Norms 1. Recruit members with similar attitudes, values, and backgrounds 2. Maintain high entrance and socialization standards 3. Keep the team small 4. Help the team succeed, and publicize its successes 5. Be a participative leader 6. Present a challenge from outside the team. 7. Tie rewards to team performance 14-26

27. Managing Outward  Gatekeeper  A team member who keeps abreast of current developments and provides the team with relevant information. 14-27

28. Managing Outward  Informing  A team strategy that entails making decisions with the team and then informing outsiders of its intentions.  Parading  A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility. 14-28

29. Managing Outward  Probing  A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions. 14-29

30. Lateral Role Relationships  Work-flow relationships  emerge as materials are passed from one group to another  Service relationships  exist when top management centralizes an activity to which a large number of other units must gain access  Advisory relationships  created when teams with problems call on centralized sources of expert knowledge 14-30

31. Lateral Role Relationships (cont.)  Audit relationships  develop when people not directly in the chain of command evaluate the methods and performances of other teams  Stabilization relationships  involve auditing before the fact  Liaison relationships  involve intermediaries between teams 14-31

32. Question Which style of conflict involves moderate attention to both parties’ concerns? A. Avoidance B. Accommodation C. Compromise D. Competing E. Collaboration 14-32

33. Conflict Styles  Avoidance  A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement.  Accommodation  A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests. 14-33

34. Conflict Styles  Compromise  A style of dealing with conflict involving moderate attention to both parties’ concerns.  Competing  A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals. 14-34

35. Conflict Styles  Collaboration  A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction. 14-35

36. Conflict Management Strategies 14-36 Figure 14.2

37. Managing Conflict  Superordinate goals  Higher-level goals taking priority over specific individual or group goals. 14-37

38. Being a Mediator  Mediator  A third party who intervenes to help others manage their conflict. 14-38

39. Electronic and Virtual Conflict  When teams are geographically dispersed, as is often the case for virtual teams, team members tend to experience more conflict and less trust  Monitor and reduce or eliminate problems as soon as possible.  When problems arise, express your willingness to cooperate, and then actually be cooperative. 14-39

40. Video: Japan: An Idea Takes Root  How have the Japanese flower growers worked together and with government agencies to revitalize the flower export business? 14-40