Schermerhorn Mgmt9 Ch16

PowerPoint Presentation

to Accompany

Management, 9/eJohn R. Schermerhorn, Jr.

Chapter 16:

Prepared by: Jim LoPresti

University of Colorado, Boulder

Published by: John Wiley & Sons, Inc.

Chapter 16: Teams and Teamwork

Planning Ahead — Chapter 16 Study Questions

�How do teams contribute to

organizations?

�What are the current trends in the

Management 9/e - Chapter 16 2

�What are the current trends in the

use of teams?

�How do teams work?

�How do teams make decisions?

Study Question 1: How do teams contribute to

organizations?

� Team

� A small group of people with complementary skills, who work together to achieve a shared purpose


together to achieve a shared purpose and hold themselves mutually accountable for performance results.

� Teamwork

� The process of people actively working together to accomplish common goals


organizations?

� Team and teamwork roles for managers:

� Supervisor — serving as the appointed head of

a formal work unit.

� Network facilitator — serving as a peer leader


� Network facilitator — serving as a peer leader

an network hub for a special task force.

� Participant — serving as a helpful contributing

member of a project team.

� External coach — serving as the external

convenor or sponsor of a problem-solving team

staffed by others.

Figure 16.1 Team and teamwork roles for

managers.



organizations?

� Common problems in teams:� Personality conflicts.

� Individual differences in work styles.

� Ambiguous agendas.

� Ill-defined problems.


� Ill-defined problems.

� Poor readiness to work.

� Lack of motivation.

� Conflicts with other deadlines or priorities.

� Lack of team organization or progress.

� Meetings that lack purpose or structure.

� Members coming to meetings unprepared.


organizations?

� Seven sins of deadly meetings:� People arrive late, leave early, and don’t take

things seriously.

� The meeting is too long.

� People don’t stay on topic.


� People don’t stay on topic.

� The discussion lacks candor.

� The right information isn’t available, so decisions are postponed.

� No one puts decisions into action.

� The same mistakes are made meeting after meeting.


organizations?

�Synergy

� The creation of a whole that is

greater than the sum of its parts.


greater than the sum of its parts.

� A team uses its membership

resources to the fullest and

thereby achieves through

collective action far more than

could be achieved otherwise.


organizations?

�Usefulness of teams:

� More resources for problem solving.

� Improved creativity and innovation.

� Improved quality of decision making.


� Improved quality of decision making.

� Greater commitments to tasks.

� Higher motivation through collective action.

� Better control and work discipline.

� More individual need satisfaction.


organizations?

� Formal groups —

� Teams that are officially recognized

and supported by the organization for

specific purposes.


specific purposes.

� Specifically created to perform

essential tasks.

� Managers and leaders serve “linking

pin” roles.


organizations?

� Informal groups —

� Not recognized on organization charts.

� Not officially created for an organizational

purpose.


purpose.

� Emerge as part of the informal structure and

from natural or spontaneous relationships among

people.

� Include interest, friendship, and support groups.

� Can have positive performance impact.

� Can help satisfy social needs.

Study Question 2: What are the current trends in the

use of teams?

� Committees, project teams, and task forces:

� Committees.

� People outside their daily job assignments work

together in a small team for a specific purpose.

Task agenda is narrow, focused, and ongoing.


� Task agenda is narrow, focused, and ongoing.

� Projects teams or task forces.

� People from various parts of an organization work

together on common problems, but on a

temporary basis.

� Official tasks are very specific and time defined.

� Disbands after task is completed.


use of teams?

�Guidelines for managing projects

and task forces:

� Select appropriate team members.


� Select appropriate team members.

� Clearly define the purpose of the team.

� Carefully select a team leader.

� Periodically review progress.


use of teams?

� Cross-functional teams —

� Members come from different

functional units of an organization.


� Team works on a specific problem or

task with the needs of the whole

organization in mind.

� Teams are created to knock down

“walls” separating departments.


use of teams?

� Employee involvement teams —

� Groups of workers who meet on a

regular basis outside of their formal

assignments.


assignments.

� Have the goal of applying their

expertise and attention to continuous

improvement.

� Quality circles represent a common

form of employee involvement teams.


use of teams?

� Virtual teams —

� Teams of people who work together

and solve problems through largely

computer-mediated rather than face-


computer-mediated rather than face-

to-face interactions.

� Sometimes called …

� Computer-mediated groups

� Electronic group networks


use of teams?

� Potential advantages of virtual teams:

� Savings in time and travel

� Potential problems of virtual teams:

� Difficulty in establishing good working


and travel expenses.

� Minimization or elimination of interpersonal difficulties.

� Ease of expansion.

working relationships.

� Depersonalization of working relationships.


use of teams?

� Guidelines for managing virtual

teams:

� Virtual teams should begin with social


� Virtual teams should begin with social

messaging.

� Team members should be assigned

clear roles.

� Team members must have positive

attitudes that support team goals.


use of teams?

� Self-managing work teams —

� Teams of workers whose jobs have

been redesigned to create a high

degree of task interdependence and


degree of task interdependence and

who have been given authority to make

many decisions about how to do the

required work.

� Also known as autonomous work

groups.


use of teams?

� Typical self-management responsibilities:� Planning and scheduling work.

� Training members in various tasks.


� Training members in various tasks.

� Sharing tasks.

� Meeting performance goals.

� Ensuring high quality.

� Solving day-to-day operating problems.

� In some cases, hiring and firing team members.


use of teams?

� In self-managing work teams,

members …� Are held collectively accountable for performance

results.

Have discretion in distributing tasks within the


� Have discretion in distributing tasks within the

team.

� Have discretion in scheduling work within the team.

� Are able to perform more than one job on the

team.

� Evaluate one another’s performance contributions.

� Are responsible for the total quality of team

products.

Figure 16.2 Organizational and management

implications of self-managing work teams.


Study Question 3: How do teams work?

� Effective teams

� achieve and maintain high levels of

task performance.


task performance.

� achieve and maintain high levels of

member satisfaction.

� retain viability for the future.


� Resource input factors that

influence group process in the

pursuit of team effectiveness:


pursuit of team effectiveness:

� Nature of the task.

� Organizational setting.

� Team size.

� Membership characteristics.


�Group process:

� The way the members of any team work

together as they transform inputs into

outputs


outputs

� Also known as group dynamics.

� Includes communications, decision

making, norms, cohesion, and conflict,

among others.


� Team diversity:

� A variety of values, personalities, experiences,

demographics, and cultures among members.


� Greater variety of available ideas,

perspectives, and experiences.

� As team diversity increases, complexity of

interpersonal relationships also increases


� Team effectiveness may be summarized as …


Team Effectiveness =

Quality of Inputs + (Process Gains - Process Losses)

Figure 16.3 An open-systems model of work team

effectiveness.



� Stages of team development:

� Forming — initial orientation and interpersonal testing.

� Storming — conflict over tasks and ways of working as a team.


working as a team.

� Norming — consolidation around task and operating agendas.

� Performing — teamwork and focused task performance.

� Adjourning — task accomplishment andeventual disengagement.


�Norms

� Behavior expected of team members.

� Rules or standards that guide behavior.

� May result in team sanctions.


� May result in team sanctions.

� Performance norms

� Define the level of work effort and performance that team members are expected to contribute to the team task.

Figure 16.4 Criteria for assessing the maturity of a

team.



� Guidelines for building positive norms:� Act as a positive role model.� Reinforce the desired behaviors with rewards.� Control results by performance reviews and

regular feedback.Orient and train new members to adopt desired


� Orient and train new members to adopt desired behaviors.

� Recruit and select new members who exhibit desired behaviors.

� Hold regular meetings to discuss progress and ways of improving.

� Use team decision-making methods to reach agreement.


� Cohesiveness

� The degree to which members are

attracted to and motivated to remain


attracted to and motivated to remain

part of a team.

� Can be beneficial if paired with positive

performance norms.


� Effects of team cohesiveness and

norms:

� Positive norms + high cohesiveness ⇒


high performance and strong

commitments to positive norms.

� Positive norms + low cohesiveness ⇒

moderate performance and weak

commitments to positive norms.


� Effects of team cohesiveness and norms:

� Negative norms + low cohesiveness ⇒low to moderate performance and weak


low to moderate performance and weak commitments to negative norms.

� Negative norms + high cohesiveness ⇒low performance and strong commitments to negative norms.

Figure 16.5 How cohesiveness and norms influence

team performance.



� Guidelines for increasing team cohesion:� Induce agreement on team goals.

� Increase membership homogeneity.


Increase membership homogeneity.

� Increase interaction among members.

� Decrease team size.

� Introduce competition with other teams.

� Reward team rather than individual results.

� Provide physical isolation from other teams.


� Task activities

� Actions by team members that contribute directly to team’s performance purpose.

� Include:


� Include:

� Initiating

� Information sharing

� Summarizing

� Elaborating

� Opinion giving


�Maintenance activities� Support emotional life of a team as an ongoing social system.

� Include:


� Include:� Gatekeeping

� Encouraging

� Following

� Harmonizing

� Reducing tension


� Distributed leadership roles …

� Make every member responsible for recognizing

when task and/or maintenance activities are

needed and taking actions to provide them.


needed and taking actions to provide them.

� Leading through task activities focuses on solving

problems and achieving performance results.

� Leading through maintenance activities helps

strengthen and perpetuate the team as a social

system.

Figure 16.6 Distributed leadership helps teams meet

task and maintenance needs.



� Dysfunctional activities that detract from team effectiveness:� Being aggressive

� Blocking

� Self-confessing


� Self-confessing

� Seeking sympathy

� Competing

� Withdrawal

� Horsing around

� Seeking recognition


� Communication networks� Decentralized

� All members communicate directly with one another.

Centralized


� Centralized� Activities are coordinated and results pooled by central point of control.

� Restricted� Polarized subgroups contest one another.

� Subgroups may engage in antagonistic relations.

Figure 16.7 Interaction patterns and communication

networks in teams.


Source: John R. Schermerhorn, Jr., James G. Hunt, and Richard N. Osborn, Organizational Behavior, 8th ed. (New York: Wiley, 2003), p. 347.

Used by permission.


�Team building

� A sequence of planned activities

used to gather and analyze data


used to gather and analyze data

on the functioning of a team and

to implement constructive

changes to increase its operating

effectiveness.


� Steps in a cyclical team-building

process:

� Step 1 — problem awareness.

Step 2 — data gathering.


� Step 2 — data gathering.

� Step 3 — data analysis and diagnosis.

� Step 4 — action planning.

� Step 5 — action implementation.

� Step 6 — evaluation.


� Characteristics of high-performing

teams:

� A clear and elevating goal.

� A task-driven, results-oriented structure.


� A task-driven, results-oriented structure.

� Competent and committed members who work

hard.

� A collaborative climate.

� High standards of excellence.

� External support and recognition.

� Strong and principled leadership.

Study Question 4: How do teams make decisions?

� Methods of team decision making:

� Lack of response

� Authority rule


� Minority rule

� Majority rule

� Consensus

� Unanimity


� Assets of team decision making:

� Greater amounts of information,

knowledge, and expertise.


knowledge, and expertise.

� Expands number of action alternatives

considered.

� Increases understanding and acceptance.

� Increases commitment to follow through.


� Potential disadvantages of team

decision making:

Social pressure to conform.


� Social pressure to conform.

� Individual or minority group

domination.

� Time requirements.


� Symptoms of groupthink:� Illusions of group invulnerability.

� Rationalizing unpleasant and disconfirming data.


� Belief in inherent group morality.

� Negative stereotypes of competitors.

� Pressure to conform.

� Self-censorship of members.

� Illusions of unanimity.

� Mind guarding.


� Methods for dealing with groupthink:

� Have each group member be a critical evaluator.

� Don’t appear to favor one course of action.

� Create subteams to work on the same


� Create subteams to work on the same problems.

� Have team members discuss issues with outsiders.

� Have outside experts observe and provide feedback on team activities.

� Assign a member to the devil’s advocate role.

� Hold a second-chance meeting.


� Creativity in team decision making —

guidelines for brainstorming:

� All criticism is ruled out.


� All criticism is ruled out.

� Freewheeling is welcomed.

� Quantity is important.

� Building on one another’s ideas is

encouraged.


� Creativity in team decision making —steps in the nominal group technique:

� Participants work alone, identifying possible solutions.

Ideas are shared in a round-robin fashion


� Ideas are shared in a round-robin fashion without any criticism or discussion.

� Ideas are discussed and clarified in a round-robin sequence.

� Members individually and silently follow a written voting procedure.

� The last two steps are repeated as needed.


� Effective team leaders act to:

� Establish clear vision.


� Create change.

� Unleash talent.

COPYRIGHT

Copyright 2008 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States beyond that named in Section 117 of the United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

Schermerhorn Mgmt9 Ch16

Documents