PowerPoint Presentation
to Accompany
Planning Ahead — Chapter 14 Study Questions
Management, 10/e
¾ How do teams contribute to
John R. Schermerhorn, Jr.
organizations?
¾ What are the current trends in the
Chapter 14:
Teams and Teamwork
use of teams?
¾ How do teams work?
Prepared by: Jim LoPresti
University of Colorado, Boulder
Published by: John Wiley & Sons, Inc.
¾ How do teams make decisions?
Management 10/e - Chapter 14
Study Question 1: How do teams contribute to
organizations?
Study Question 1: How do teams contribute to
organizations?
¾ Team
¾ Team and teamwork roles for
managers:
z
A small group of people with
complementary skills, who work
together to achieve a shared purpose
and hold themselves mutually
accountable for performance results.
z Supervisor — serving as the appointed head of
a formal work unit.
z Network facilitator — serving as a peer leader
an network hub for a special task force.
¾ Teamwork
z
z Participant — serving as a helpful contributing
member of a project team.
The process of people actively working
together to accomplish common goals
Management 10/e - Chapter 14
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z External coach — serving as the external
convenor or sponsor of a problem-solving team
staffed by others.
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Figure 14.1 Team and teamwork roles for
managers.
Management 10/e - Chapter 14
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Study Question 1: How do teams contribute to
organizations?
¾ Common problems in teams:
z
z
z
z
z
Management 10/e - Chapter 14
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Personality conflicts.
Individual differences in work styles.
Ambiguous agendas.
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.
Management 10/e - Chapter 14
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Study Question 1: How do teams contribute to
organizations?
Study Question 1: How do teams contribute to
organizations?
¾ Synergy
¾ Usefulness of teams:
z
z
The creation of a whole that is greater
than the sum of its parts.
z
A team uses its membership resources to
the fullest and thereby achieves through
collective action far more than could be
achieved otherwise.
z
z
z
z
z
z
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More resources for problem solving.
Improved creativity and innovation.
Improved quality of decision making.
Greater commitments to tasks.
Higher motivation through collective
action.
Better control and work discipline.
More individual need satisfaction.
Management 10/e - Chapter 14
Study Question 1: How do teams contribute to
organizations?
Study Question 1: How do teams contribute to
organizations?
¾ Seven sins of deadly meetings:
¾ Formal groups —
z
z
z
z
z
z
z
People arrive late, leave early, and don’t take
things seriously.
The meeting is too long.
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.
Management 10/e - Chapter 14
Teams that are officially recognized
and supported by the organization for
specific purposes.
z
Specifically created to perform
essential tasks.
z
Managers and leaders serve “linking
pin” roles.
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Management 10/e - Chapter 14
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Study Question 2: What are the current trends in the
use of teams?
Study Question 1: How do teams contribute to
organizations?
¾ Committees, project teams, and task
forces:
¾ Informal groups —
z
Not recognized on organization charts.
z
Not officially created for an organizational
purpose.
z
Emerge as part of the informal structure and
from natural or spontaneous relationships among
people.
z Committees.
z
Include interest, friendship, and support groups.
z
Can have positive performance impact.
z
Can help satisfy social needs.
Management 10/e - Chapter 14
z
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{
People outside their daily job assignments work together
in a small team for a specific purpose.
{
Task agenda is narrow, focused, and ongoing.
z 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.
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Study Question 2: What are the current trends in the
use of teams?
Study Question 2: What are the current trends in the
use of teams?
¾ Guidelines for managing projects
¾ Cross-functional teams —
and task forces:
z
Members come from different
functional units of an organization.
z
Team works on a specific problem or
task with the needs of the whole
organization in mind.
z
Teams are created to knock down
“walls” separating departments.
z Select appropriate team members.
z Clearly define the purpose of the team.
z Carefully select a team leader.
z Periodically review progress.
Management 10/e - Chapter 14
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Study Question 2: What are the current trends in the
use of teams?
¾ Employee involvement teams —
z
Groups of workers who meet on a
regular basis outside of their formal
assignments.
z
Have the goal of applying their
expertise and attention to continuous
improvement.
z
Management 10/e - Chapter 14
Study Question 2: What are the current trends in the
use of teams?
¾ Virtual teams —
z
Teams of people who work together
and solve problems through largely
computer-mediated rather than faceto-face interactions.
z
Sometimes called …
Quality circles represent a common
form of employee involvement teams.
Management 10/e - Chapter 14
z
z
z
Savings in time
and travel
expenses.
Minimization or
elimination of
interpersonal
difficulties.
Ease of expansion.
¾ Potential
problems of
virtual teams:
z
z
{
Computer-mediated groups
{
Electronic group networks
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Study Question 2: What are the current trends in the
use of teams?
¾ Potential
advantages of
virtual teams:
14
Management 10/e - Chapter 14
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Study Question 2: What are the current trends in the
use of teams?
¾ Guidelines for managing virtual
teams:
z
Difficulty in
establishing good
working
relationships.
Depersonalization
of working
relationships.
Virtual teams should begin with social
messaging.
z
Team members should be assigned clear
roles.
z
Team members must have positive
attitudes that support team goals.
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Management 10/e - Chapter 14
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Study Question 2: What are the current trends in the
use of teams?
¾ Self-managing work teams —
z
z
Teams of workers whose jobs have
been redesigned to create a high
degree of task interdependence and
who have been given authority to make
many decisions about how to do the
required work.
z
z
z
z
z
z
z
Planning and scheduling work.
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.
Management 10/e - Chapter 14
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Study Question 3: How do teams work?
¾ Effective teams
Are held collectively accountable for performance
results.
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.
Management 10/e - Chapter 14
z
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¾ In self-managing work teams,
members …
z
z
z
Study Question 2: What are the current trends in the
use of teams?
z
¾ Typical self-management
responsibilities:
z
Also known as autonomous work
groups.
Management 10/e - Chapter 14
Study Question 2: What are the current trends in the
use of teams?
z
task performance.
z
achieve and maintain high levels of
member satisfaction.
z
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Figure 14.2 Organizational and management
implications of self-managing work teams.
achieve and maintain high levels of
retain viability for the future.
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Study Question 3: How do teams work?
¾ Resource input factors that
influence group process in the
pursuit of team effectiveness:
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z
Nature of the task.
z
Organizational setting.
z
Team size.
z
Membership characteristics.
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Study Question 3: How do teams work?
Study Question 3: How do teams work?
¾ Group process:
z
z
z
¾ Team effectiveness may be
summarized as …
The way the members of any team work
together as they transform inputs into
outputs
Also known as group dynamics.
Includes communications, decision
making, norms, cohesion, and conflict,
among others.
Management 10/e - Chapter 14
Team Effectiveness =
Quality of Inputs + (Process Gains - Process Losses)
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Figure 14.3 An open-systems model of work team
effectiveness.
Management 10/e - Chapter 14
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Study Question 3: How do teams work?
¾ Team diversity:
z
A variety of values, personalities, experiences,
demographics, and cultures among members.
z
Greater variety of available ideas,
perspectives, and experiences.
z
As team diversity increases, complexity of
interpersonal relationships also increases
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Study Question 3: How do teams work?
Study Question 3: How do teams work?
¾ Stages of team development:
¾ Norms
z Behavior expected of team members.
z Rules or standards that guide behavior.
z May result in team sanctions.
z
z
z
z
z
Forming — initial orientation and interpersonal
testing.
Storming — conflict over tasks and ways of
working as a team.
Norming — consolidation around task and
operating agendas.
Performing — teamwork and focused task
performance.
Adjourning — task accomplishment and
eventual disengagement.
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¾
Performance norms
z
Define the level of work effort and
performance that team members are
expected to contribute to the team
task.
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Figure 14.4 Criteria for assessing the maturity of a
team.
Study Question 3: How do teams work?
¾ Guidelines for building positive norms:
z
z
z
z
z
z
z
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Study Question 3: How do teams work?
z
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¾ Effects of team cohesiveness and
norms:
The degree to which members are
attracted to and motivated to remain
part of a team.
Can be beneficial if paired with positive
performance norms.
Management 10/e - Chapter 14
Management 10/e - Chapter 14
Study Question 3: How do teams work?
¾ Cohesiveness
z
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
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.
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z
Positive norms + high cohesiveness Ÿ
high performance and strong
commitments to positive norms.
z
Positive norms + low cohesiveness Ÿ
moderate performance and weak
commitments to positive norms.
Management 10/e - Chapter 14
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Figure 14.5 How cohesiveness and norms influence
team performance.
Study Question 3: How do teams work?
¾ Effects of team cohesiveness and
norms:
z
z
Negative norms + low cohesiveness Ÿ
low to moderate performance and weak
commitments to negative norms.
Negative norms + high cohesiveness Ÿ
low performance and strong
commitments to negative norms.
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Management 10/e - Chapter 14
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Study Question 3: How do teams work?
Study Question 3: How do teams work?
¾ Guidelines for increasing team
cohesion:
z
z
z
z
z
z
z
¾ Task activities
z
Induce agreement on team goals.
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.
Management 10/e - Chapter 14
z
Initiating
Information sharing
{ Summarizing
{ Elaborating
{ Opinion giving
{
{
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¾ Maintenance activities
z
Management 10/e - Chapter 14
¾ Distributed leadership roles …
Support emotional life of a team as an
ongoing social system.
Include:
Gatekeeping
Encouraging
{ Following
{ Harmonizing
{ Reducing tension
{
z
Make every member responsible for recognizing
when task and/or maintenance activities are
needed and taking actions to provide them.
z
Leading through task activities focuses on solving
problems and achieving performance results.
z
Leading through maintenance activities helps
strengthen and perpetuate the team as a social
system.
{
Management 10/e - Chapter 14
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Study Question 3: How do teams work?
Study Question 3: How do teams work?
z
Actions by team members that contribute
directly to team’s performance purpose.
Include:
39
Figure 14.6 Distributed leadership helps teams meet
task and maintenance needs.
Management 10/e - Chapter 14
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Study Question 3: How do teams work?
¾ Dysfunctional activities that detract
from team effectiveness:
z
z
z
z
z
z
z
z
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Being aggressive
Blocking
Self-confessing
Seeking sympathy
Competing
Withdrawal
Horsing around
Seeking recognition
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Figure 14.7 Interaction patterns and communication
networks in teams.
Study Question 3: How do teams work?
¾ Communication networks
z
Decentralized
{
z
Centralized
{
z
All members communicate directly with
one another.
Activities are coordinated and results
pooled by central point of control.
Restricted
{
{
Polarized subgroups contest one another.
Subgroups may engage in antagonistic
relations.
Management 10/e - Chapter 14
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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.
Management 10/e - Chapter 14
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Study Question 3: How do teams work?
Study Question 3: How do teams work?
¾ Team building
¾ Steps in a cyclical team-building
process:
z
A sequence of planned activities used to
gather and analyze data on the
functioning of a team and to implement
constructive changes to increase its
operating effectiveness.
Management 10/e - Chapter 14
z
Step 1 — problem awareness.
z
Step 2 — data gathering.
z
Step 3 — data analysis and diagnosis.
z
Step 4 — action planning.
z
Step 5 — action implementation.
z
Step 6 — evaluation.
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Management 10/e - Chapter 14
Study Question 3: How do teams work?
Study Question 4: How do teams make decisions?
¾ Characteristics of high-performing
teams:
¾ Methods of team decision making:
z
Lack of response
z
Authority rule
z
Minority rule
z
Majority rule
A collaborative climate.
z
Consensus
High standards of excellence.
z
Unanimity
z
A clear and elevating goal.
z
A task-driven, results-oriented structure.
z
Competent and committed members who work
hard.
z
z
z
External support and recognition.
z
Strong and principled leadership.
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Management 10/e - Chapter 14
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Study Question 4: How do teams make decisions?
Study Question 4: How do teams make decisions?
¾ Potential disadvantages of team
decision making:
¾ Assets of team decision making:
z
Greater amounts of information,
knowledge, and expertise.
z
Expands number of action alternatives
considered.
z
Increases understanding and acceptance.
z
Increases commitment to follow through.
Management 10/e - Chapter 14
z
z
z
z
z
z
z
Individual or minority group
z
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Management 10/e - Chapter 14
z
z
z
z
z
z
z
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50
¾ Methods for dealing with 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.
Management 10/e - Chapter 14
Time requirements.
Study Question 4: How do teams make decisions?
¾ Symptoms of groupthink:
z
Social pressure to conform.
domination.
Study Question 4: How do teams make decisions?
z
z
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Have each group member be a critical
evaluator.
Don’t appear to favor one course of action.
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.
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