Chapter Twelve Teamwork © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or.

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. 

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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.

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The Contributions of Teams

Building blocks for organizational structureIncrease quality and productivity while

reducing costsEnhance speed and be powerful forces for

innovation and change

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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

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The New Team Environment

Exhibit 12.1

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Organizations Have DifferentTypes 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.

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Organizations Have DifferentTypes 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

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Organizations Have DifferentTypes 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.

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Organizations Have DifferentTypes 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.

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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.

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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.

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Team Autonomy Continuum

Exhibit 12.2

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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.

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Group Activities Shiftas 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

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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.

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Stepping up to TeamLeadership

Exhibit 12.4

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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.

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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

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Managers Motivate EffectiveTeamwork

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.

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Managers Motivate EffectiveTeamwork

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

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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.

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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.

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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.

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Team Members Must FillImportant 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.

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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.

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Cohesiveness AffectsTeam 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.

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Cohesiveness, Performance Norms, and Group Performance

Exhibit 12.5

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Managers can Build Cohesiveness and High-Performance Norms

Recruit members with similar attitudes, values, and backgrounds

Maintain high entrance and socialization standardsKeep the team smallHelp the team succeed, and publicize its successesBe a participative leaderPresent a challenge from outside the team.Tie rewards to team performance

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Some Team Members shouldManage Outward

Gatekeeper A team member who

keeps abreast of current developments and provides the team with relevant information.

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Some Team Members shouldManage 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.

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Some Team Members shouldManage Outward

Probing A team strategy that

requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.

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Some Relationships Help Teams Coordinate with Others in the Organization

Work-flow relationships emerge as materials are passed from one group to

anotherService 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

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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

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Question

Which style of conflict involves moderate attention to both parties’ concerns.

A.AvoidanceB. AccommodationC. CompromiseD.CompetingE. Collaboration

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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.

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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.

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Conflict Management Strategies

Collaboration A style of dealing with conflict emphasizing both

cooperation and assertiveness to maximize both parties’ satisfaction.

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Conflict Management Strategies

Exhibit 12.7

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Managing Conflict

Superordinate goals Higher-level goals taking priority over specific

individual or group goals.

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Mediating Can Help Resolve a Conflict

Mediator A third party who

intervenes to help others manage their conflict.

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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?

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http://bevideos.mhhe.com/business/video_library/0077424611/swf/Clip_13.html

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Video: IDEO

What type of team does IDEO use to innovate?

How did the IDEO design teams go about designing a next generation cubicle?