1. Chapter Twelve Teamwork © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

2. 12-2 Learning Objectives LO 1 Discuss how teams can contribute to an organization’s effectiveness LO 2 Distinguish the new team environment from that of traditional work groups 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 Give examples of ways to manage conflict

3. 12-3 The New Team Environment  Team(Group)  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.

4. 12-4 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

5. 12-5 The Contributions of Teams  Groups benefit organizations because they have:  Greater total resources (skills, talents, information, energy).  They can perform jobs that can’t be done by individuals working alone.  Groups can aid in decision-making.  Help socialize new members.  Control individual’s behavior.  Facilitate organizational performance, innovation, and change. 12-5

6. 12-6 The New Team Environment Exhibit 12.1

7. 12-7 Organizations Have Different 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.

8. 12-8 Organizations Have Different Types of Teams  Parallel teams  Teams that operate separately from the regular work structure, and exist temporarily.  Their charge is to recommend solutions to specific problems.  Task force, quality teams

9. 12-9 Organizations Have Different Types of Teams  Management teams  Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.  Responsible for the overall performance of the business unit.

10. 12-10 Organizations Have Different Types of Teams  Transnational teams  Work groups composed of multinational members whose activities span multiple countries.  Transnational teams tend to be come virtual teams.  Virtual teams  Teams that are physically dispersed and communicate electronically more than face-to-face.

11. 12-11 Self-managed Teams Empower Employees  Self-managed teams are autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors.  Traditional work groups have no managerial responsibilities.  Quality circles are voluntary groups of people drawn from various production teams who make suggestions about quality. 12-11

12. 12-12  Semiautonomous work groups make decisions about managing and carrying out major production activities, but still get outside support for quality control and maintenance.  Autonomous work groups or self-managing teams control decisions about and execution of a complete range of tasks.  Self-designing teams have control over the design of the team, as well as the responsibilities of autonomous work groups. 12-12

13. 12-13 Team Autonomy Continuum Exhibit 12.2

14. 12-14 Stages of Team Development  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.  Norming – group members agree on their shared goals, and norms and closer relationships develop.  Performing – the group channels its energies into performing its task.

15. 12-15 Group Activities Shift as the Group Matures  Groups that deteriorate move to a declining stage, and temporary groups add an adjourning or terminating stage.  Groups terminate when they complete their task or when they disband due to failure or loss of interest

16. 12-16 Some Groups Develop into Teams  Teams are not always successful.  A useful approach to help teams to become successful is for team leadership to move from traditional leadership, through a more participative approach, to true team leadership. 12-16

17. 12-17 Stepping up to Team Leadership Exhibit 12.4

18. 12-18 Why do Groups Sometimes Fail?  Teams are launched with little or no training or support system.  Managers from traditional systems have a difficult time giving up control.  Teams should be truly empowered.  Management must support teams by giving freedom and rewarding their contributions. 12-18

19. 12-19 Building Effective Teams Team effectiveness is defined by three criteria:  Productive output of the team meets or exceeds standards of quantity and quality  Team members realize satisfaction of their personal needs  Team members remain committed to working together again

20. 12-20 Managers Motivate Effective Teamwork  Social loafing  Working less hard and being less productive when in a group.  Social facilitation effect  Working harder when in a group than when working alone.

21. 12-21 Managers Motivate Effective Teamwork  A social facilitation effect is maintained and a social loafing effect can be avoided under the following conditions:  Group members know each other  They can observe and communicate with one another  Clear performance goals exist  The task is meaningful to the people working on it.  Group members believe that their efforts matter and that others will not take advantage of them  The culture supports teamwork. 12-21

22. 12-22 Effective Teams have Skilled Members  Members should be selected and trained.  Skills required by the team include technical or functional expertise, problem-solving and decision-making skills, and interpersonal skills. 12-22

23. 12-23 Norms Shape Team Behavior  Norms  Shared beliefs about how people should think and behave.  Norms can be positive or negative. In some teams, everyone works hard; in other groups, employees are opposed to management and do as little work as possible Some groups develop norms of taking risks, others of being conservative.

24. 12-24 Norms Shape Team Behavior  Roles  Different sets of expectations for how different individuals should behave.  Although norms apply generally to all team members, different roles exist for different members within the norm structure. 12-24

25. 12-25 Team Members Must Fill Important Roles  Task specialist  An individual who has more advanced job- related skills and abilities than other group members possess.  Team maintenance specialist  Individual who develops and maintains team harmony. These behaviors need not be carried out only by one or two leaders; any member of the team can assume them at any time.

26. 12-26 What Roles Should Leaders Perform?  Superior team leaders are better at several things:  Relating-exhibiting social and political awareness, caring for team members, and building trust  Scouting-seeking information from managers, peers, and specialists, and investigation problems systematically  Persuading-influencing team members, as well as obtaining external support for teams.  Empowering-delegating authority, being flexible regarding team decisions, and coaching. 12-26

27. 12-27 Cohesiveness Affects Team Performance  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.

28. 12-28 Cohesiveness, Performance Norms, and Group Performance Exhibit 12.5

29. 12-29 Managers can Build Cohesiveness and High-Performance Norms  Recruit members with similar attitudes, values, and backgrounds  Maintain high entrance and socialization standards  Keep the team small  Help the team succeed, and publicize its successes  Be a participative leader  Present a challenge from outside the team.  Tie rewards to team performance

30. 12-30 Some Team Members should Manage Outward  Gatekeeper  A team member who keeps abreast of current developments and provides the team with relevant information.

31. 12-31 Some Team Members should Manage 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.

32. 12-32 Some Team Members should Manage Outward  Probing  A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.

33. 12-33 Some Relationships Help Teams Coordinate with Others in the Organization  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

34. 12-34 Some Relationships Help Teams Coordinate with Others in the Organization  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

35. 12-35 Question Which style of conflict involves moderate attention to both parties’ concerns. A. Avoidance B. Accommodation C. Compromise D. Competing E. Collaboration

36. 12-36 Conflict Management Strategies  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.

37. 12-37 Conflict Management Strategies  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.

38. 12-38 Conflict Management Strategies  Collaboration  A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.

39. 12-39 Conflict Management Strategies Exhibit 12.7

40. 12-40 Managing Conflict  Superordinate goals  Higher-level goals taking priority over specific individual or group goals.

41. 12-41 Mediating Can Help Resolve a Conflict  Mediator  A third party who intervenes to help others manage their conflict.

42. 12-42 Group Exercise  Think about the best team experience you have had. What made the team perform so well? How alike or different were the team members?  Think about worst team experience you have had. Why did the team function poorly? What could the team have done differently to alter the situation? 12-42

43. 12-43  http://bevideos.mhhe.com/business/video_li brary/0077424611/swf/Clip_13.html 12-43

44. 12-44 Video: IDEO  What type of team does IDEO use to innovate?  How did the IDEO design teams go about designing a next generation cubicle?