Chapter 14
Leading Teams
Team
A
unit of two or more people who
interact and coordinate their work to
accomplish a specific goal.
 Shared mission and collective
responsibility are emphasized.
Types of Teams
 Vertical
(Functional, Command)
– (e.g., Accounting Dept.)
 Horizontal
(Cross-Functional)
– Self-Managing (Continuous)
– Problem-Solving (Periodic)
(e.g., Quality Circle)
 Special
Purpose (Task Force)
– (temporary)
– (may be Vert., Horiz, or Combination)
Virtual Team
A
team that uses technology so that
geographically distant members can
collaborate.
 Can be any of the previously mentioned
types.
Team Size
 Small
–
–
–
–
Teams (2 to 4 members)
Easier to reach agreement
Decisions made more quickly
More participation per member
Members report greater satisfaction
Team Size
 Large
teams (12 or more) - Positive Aspects
– More ideas
– Bolder or riskier actions (sometimes negative)
– More acceptance of decisions by others
 Large
teams (12 or more) - Negative Aspects
– More time consuming
– Subgroups often form, resulting in conflicts
– Less member satisfaction.
Team Member Roles
Task Specialist (Helps
Team Accomplish Task):
 Initiation
of ideas
 Give opinions
 Seek information
 Summarize
 Energize
Socioemotional
(Support Emotional
Needs and Social Unity):
 Encourage
 Harmonize
 Reduce
tension
 Follow
 Compromise
Team Member Roles
High
Member
Task
Behavior
Task Specialist
Role
Dual
Role
Nonparticipator
Role
Socioemotional
Role
Low
Low
Member
Social
Behavior
High
Team Cohesiveness
 The
extent to which team members are
attracted to the team and motivated to
remain in it.
Determinants of Team Cohesiveness
 Team
interaction (frequency)
 Personal attraction to team
 Relatively Small Size
 Shared goals (and dependence)
 Competition (external threats / common
enemy)
 Team success
 Favorable evaluation by outsiders
Consequences of Team
Cohesiveness
 Morale/Satisfaction
is raised
 Performance/Goal Accomplishment
– Productivity tends to more uniform (Norms,
Culture affect it)
– Productivity level depends on relationship of
workers with management
Team Conflict
Description:
Causes:
resources
 Jurisdictional
interaction in which
ambiguities
one party attempts to
thwart the intentions  Communication
breakdown
or goals of another.
 Personality clashes
 Power and status
differences
 Goal differences
 Antagonistic
 Scarce
Styles to Handle Conflict
Assertive
Competing
(Dominating)
Assertiveness
When quick, decisive
action is vital--emergencies
or urgent cost cutting
Unassertive
Uncooperative
Cooperative
Cooperativeness
Styles to Handle Conflict
Assertive
Competing
When an issue is
trivial and there is no
chance of winning,
or a delay is needed
to gather more
information
Assertiveness
Avoiding
Unassertive
Uncooperative
Cooperative
Cooperativeness
Styles to Handle Conflict
Assertive
Competing
Assertiveness
Unassertive
Compromising
When goals are equally
important, opponents have
equal power, or time
Avoiding pressure makes a decision
expedient
Uncooperative
Cooperative
Cooperativeness
Styles to Handle Conflict
Assertive
Assertiveness
Competing When people realize
they are wrong, an
issue is more
important to others
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Cooperativeness
Styles to Handle Conflict
Assertive
Assertiveness
Competing
Collaborating
When both concerns are very
important, merged solution is
better, commitment is needed
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Cooperativeness
Resolving Intergroup Conflict
(What 3rd parties can do to facilitate
collaborating, etc.)
 Emphasize Superordinate goals
 Bargaining/Negotiation
 Mediation
 Improve communication
 Provide well-defined tasks
 Reduce Task Interdependence
Potential Benefits of Teams
 Level
of effort (and Performance Level)
 Satisfaction of members
 Expanded job knowledge and skills
 Organizational flexibility.
Opposition to Teams
 Management
 Unions
 Workers
who lead teams
 Other Workers
Potential Costs of Teams
 Power
realignment (Mgmt, Unions)
 Free riding (Team Members)
 Coordination costs (Mgmt, Members)
 Legal hassles (Unions vs. Mgmt)
 Stress from responsibility (Members).
Conclusion
 Teamwork
may not always be best, but
often is the best approach - Weigh the
Benefits vs. the Costs
 Activities such as persuasion, training,
and special rewards may be necessary to
implement implement teamwork