MANAGEMENT
RICHARD L. DAFT
Leading Teams
CHAPTER 19
chapter17
Learning Outcomes
• Identify the types of teams in organizations.
• Discuss some of the problems and challenges of teamwork.
• Identify roles within teams and the type of role you could play to help a
team be effective.
• Explain the general stages of team development.
• Identify ways in which team size and diversity of membership affects
team performance.
• Explain the concepts of team cohesiveness and team norms and their
relationship to team performance.
• Understand the causes of conflict within and among teams and how
to reduce conflict.
• Define the outcome of effective teams and how managers can
enhance team effectiveness.
3
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chapter17 How Do You Like To Work?
• Teams are a great way to gain
management experience
• Teams have become a primary way
organizations work
• Teams have advantages but they can be
challenging
• Good teams can be highly productive, but
teams aren’t always successful
4
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chapter17
Why Teams at Work?
• Individuals within organizations are
interdependent and teams are an effective
way to get work done
– A team is two or more people
– There is regular interaction
– Share performance goals
• Teams and groups are not the same….
5
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chapter17
Differences Between
Groups and Teams
6
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chapter17
The Dilemma of Teams
We have to give up our independence
We have to put up with free riders
Teams are sometimes dysfunctional
7
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chapter17
Five Common
Dysfunctions of Teams
8
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How to Make Teams
Effective
chapter17
Smooth teams don’t simply “happen”
• Teams must:
– Define Roles
– Establish Norms
– Set Goals
• To increase effectiveness:
– Productive Output
– Personal Satisfaction
– Capacity to Adapt and Learn
9
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chapter17
Effective Team Leadership
Rally people around a
compelling purpose
Share power
Admit ignorance
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chapter17
Work Team
Effectiveness Model
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chapter17
Types of Teams
Formal Teams are those created by the organization
Vertical Team
Self-Directed Teams
• Functional Team
• Command Team
Horizontal Team
• Problem-solving Team/Quality
Circles
– Permanent
• Cross-functional
Team/Task Force
• Committee
• Special-purpose
Teams/Project Teams
– Diverse skill set
– Access to resources
– Empowered to make decisions
12
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chapter17
Horizontal and Vertical
Teams in an Organization
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chapter17
Innovative Uses
of Teams
• Virtual Teams - geographically or
organizationally dispersed members who
are linked through technology
– Use technology to build relationships
– Shape culture through technology
– Monitor progress and reward members
14
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chapter17
What Effective Virtual
Team Leaders Do
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chapter17
Global Teams
• Cross-border Work Teams
– Members of different nationalities, countries,
cultures
– May be a virtual team
• Enormous Challenges
– Gaps of time, distance and culture
• Challenges can impact communications,
decision making, and work pace
16
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chapter17
Team Characteristics
• Size – additional members beyond five
can cause a decrease in motivation
– Need diverse skills but intimate
• Diversity – diverse teams produce more
innovative solutions to problems
• Member Roles – structure to focus on
tasks and social needs
17
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chapter17
Task Specialist Role
Successful teams are structured with clear team member roles
• Task Specialists
Role:
 Initiate ideas
 Encourage
 Harmonize
 Give opinions
 Seek information
 Energize
• Socioemotional Role:
 Reduce Tension
 Follow
 Compromise
18
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chapter17
Stages of Team
Development
 Forming
 Storming
 Norming
 Performing
 Adjourning
19
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chapter17
Team Cohesiveness
•
•
•
•
•
Determinants
Consequences
Team Interaction
Shared Goals
Personal Attraction to the Team
Presence of Competition
Team Success
• Morale
• Productivity
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chapter17
Four Ways Team
Norms Develop
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chapter17
Managing Team Conflict
• Antagonistic behavior that blocks the goals of
the team
• Conflict is inevitable, but it must be dealt with
• Several causes of conflict:
 Competition over resources
 Communication breakdowns
 Trust
 Differing goals
22
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chapter17
Balancing Conflict
and Cooperation
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A Model of Styles to
Handle Conflict
chapter17
Competing
Avoiding
Compromising
Accommodating
Collaborating
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chapter17
Managing Conflict
 Superordinate goals – the ability for team
members to see the big picture and reach larger
objectives
 Mediation – using a third party to settle disputes
 Negotiation – Give and take discussions and
consideration of alternatives
• Intergrative negotiation – a win-win assumption
• Disruptive negotiation – each party attempts to gain
a fixed “size of the pie”
25
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chapter17
Rules for Reaching a
Win-Win Solution
 Separate the people from the problem
 Focus on interests, not current demands
 Generate many alternatives for mutual
gain
 Insist that results be based on objective
standards
26
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chapter17 Work Team Effectiveness
• Productive Output
• Does the team’s output meet expectations?
• Satisfaction of Members
• Does the experience contribute to the wellbeing, personal satisfaction and development
of members?
• Capacity to Adapt and Learn
• Has the team learned from experience?
27
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