Teamwork
Chapter Twelve
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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 structure
 Increase quality and productivity while
reducing costs
 Enhance 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.
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The New Team Environment
Exhibit 12.1
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Organizations Have Different
Types 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 Different
Types 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 Different
Types 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 Different
Types 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 Shift
as 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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12-16
Stepping up to Team
Leadership
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 Effective
Teamwork
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 Effective
Teamwork
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.
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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 Fill
Important Roles
Task specialist
 An individual who has
more advanced jobrelated 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 Affects
Team 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 standards
Keep the team small
Help the team succeed, and publicize its successes
Be a participative leader
Present a challenge from outside the team.
Tie rewards to team performance
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Some Team Members should
Manage 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 should
Manage 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 should
Manage 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
another
Service 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. Avoidance
B. Accommodation
C. Compromise
D. Competing
E. 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_li
brary/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?
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