Chapter 10
Leading Teams
12 angry men
Learning Outcomes
After reading this chapter, you should be
able to:
1. Explain the good and bad of using
teams.
2. Recognize and understand the
different kinds of teams.
3. Understand the general characteristics
of work teams.
4. Explain how to enhance work team
effectiveness.
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Work Teams
• A small number of people with complementary
skills who hold themselves mutually accountable
for pursuing a common purpose
• Achieving performance goals and improving
interdependent work processes
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The Good and Bad of Using Teams:
Advantages
•
•
•
•
Customer satisfaction
Product and service quality
Employee job satisfaction
Decision making
– Multiple perspectives
– More alternate solutions
– Commitment to decisions
1.1
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The Good and Bad of Using Teams:
Disadvantages
• Initially high employee turnover
• Social loafing
• Disadvantages of group decision making
–
–
–
–
1.2
Groupthink
Inefficient meetings
Minority domination
Lack of accountability
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When to Use and
When Not to Use Teams
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Class Activity: Google
Beyond the Book
• Watch the video Working at Google.
• How does working at Google relate to
this chapter?
1
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Special Kinds of Teams
CrossFunctional
Teams
Project
Teams
2.2
Virtual
Teams
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Team Norms
• Informally agreed-on standards that regulate
team behaviour that regulate the everyday team
behaviours
• Studies indicate that norms are one of the most
powerful influences on work behaviour.
• Effective work teams develop norms about the
quality and timeliness of job performance,
absenteeism, safety, and expression of ideas.
3.1
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Special Kinds of Teams
Cross-Functional
• Employees from different functional areas
• Generate more ideas and alternative
solutions
• Used in conjunction with matrix and
product organizational structures
2.2
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Special Kinds of Teams
Virtual
• Select self-starters and strong
communicators
• Provide frequent feedback
• Keep team upbeat and action-oriented
• Empower virtual teams
2.2
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Special Kinds of Teams
Project
• One-time projects within a limited time
• Promote flexibility
2.2
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Work Team Characteristics
Team
Norms
Team
Size
Team
Cohesiveness
Team
Conflict
Team
Development
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3
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Team Cohesiveness
Why:
• Retain their
members
• Promote
cooperation
• Have high levels
of performance
3.2
How:
• All members attend
meetings
• Rearranging work
schedules
• Creating common
workspaces
• Engage non-work
activities
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Performance
Team Size
Size
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3.3
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Team Conflict
C-Type Conflict (Cognitive)
•Focuses on problems and
issues
•Associated with improvements
in team performance
A-Type Conflict (Affective)
•Emotional, personal
disagreements
•Associated with decreases in
team performance
3.4
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How to Have a Good Fight
3.4
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Team Goals
• Team goals lead to
much higher team
performance 93
percent of the time.
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Stages of Team Development
3.5
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Enhancing Work Team Effectiveness
Setting Team
Goals and
Priorities
Team
Training
Effectiveness
Selecting
Team
Members
Team
Compensation
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4
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Setting Team Goals and Priorities
• Team goals
enhance team
performance.
• Goals clarify team
priorities.
• Challenging team
goals helps team
members to
regulate effort.
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4.1
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Requirements for Stretch Goals
to Motivate Team Performance
1. Teams have a high degree of autonomy.
2. Teams are empowered with control
resources.
3. Teams need structural accommodation.
4. Teams need bureaucratic immunity.
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4.1
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Selecting People for Teamwork
Team
Level
IndividualismCollectivism
Team
Diversity
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4.2
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The Team Player Inventory
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Team Training
Team
Interpersonal skills
Success
Decision making and problem solving
Conflict
Technical training
Training for team leaders
4.3
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Top 10 Problems
Reported by Team Leaders
1. Confusion about their new roles and about
what they should be doing differently
2. Feeling they’ve lost control
3. Not knowing what it means to coach or
empower
4. Having personal doubts about whether the
team concept will really work
5. Uncertainty about how to deal with
employees’ doubts about the team concept
Source: B. Filipczak, M. Hequet, C. Lee, M. Picard, and D. Stamps, “More Trouble with Teams,” Training, October 1996: 21.
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Top 10 Problems
Reported by Team Leaders
6. Confusion about when a team is ready for more
responsibility
7. Confusion about how to share responsibility and
accountability with the team
8. Concern about promotional opportunities,
especially about whether the “team leader” title
carries any prestige
9. Uncertainty about the strategic aspects of the
leader’s role as the team matures
10. Not knowing where to turn for help with team
problems, as few, if any, of their organization’s
leaders have led teams
Source: B. Filipczak, M. Hequet, C. Lee, M. Picard, and D. Stamps, “More Trouble with Teams,” Training, October 1996: 21.
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Team Compensation
and Recognition
• The level of reward must match the level of
performance.
• Methods of compensating team participants:
– Skill-based pay
– Gainsharing
– Nonfinancial
rewards
4.4
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