Chapter 14: Teamwork

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Chapter 14Teamwork
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Learning Objectives
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• Identify the types of teams in organizations.
• Discuss new applications of teams to facilitate
  employee involvement.
• 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, including
  the importance of negotiation.
• Define the outcomes of effective teams and how
  managers can enhance team effectiveness.

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What is a Team?
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• Unit of 2 or more people
• Interact or coordinate their work
• To accomplish a specific goal

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Differences Between Groups and Teams
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Groups
Teams

• Designated leader
• Individual accountability
• Identical purpose for group organization
• Individual work products
• Runs efficient meetings
• Effectivenessinfluence on business
• Discusses, decides, delegates work to individuals

• Shares/rotates leader
• Accountable to each other
• Specific team vision or purpose
• Collective work products
• Encourages open-ended discussions
• Effectivenessvalue of collective work
• Discusses, decides, shares work

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Work Team Effectiveness Model
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Exhibit 14.2
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Formal Teams
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Vertical - composed of a manager and
subordinates, sometimes called functional or
command teams.
Horizontal - composed of employees from the same
hierarchical level but from different areas of
expertise. Cross-functional team, task force or
committee.
Special-Purpose - created outside the formal
organization for special projects and disband
once project is completed. Fast-cycle teams.
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Horizontal and Vertical Teams
Exhibit 14.3
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Self-Directed Teams
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• Employees with several skills and functions
• Given access to various resources
• Empowered with decision making authority

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Teams in the New Workplace
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• Virtual teams- consist of geographically or
  organizationally dispersed members linked via
  technology
• Global teams- cross-border teams made up of
  members from different nationalities
• intercultural
• virtual

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Challenges of Virtual Teams
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• Select the right team members
• Manage socialization
• Foster trust
• Effectively manage communications

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Size of Teams
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• Ideal size is thought to be 7
• Variations of from 5 to 12 typically are
  associated with good team performance
• Small teams (2-4 members) show more agreement,
  ask more questions
• Large teams (12 or more) tend to have more
  disagreements subgroups form, conflicts among
  them occur

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Diversity of Teams
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• More innovative solutions to problems
• Source of creativity
• Contribute to a healthy level of conflict
• Positive impact on work team performance

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Member Roles in Teams
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• Task specialist role
• Initiate ideas
• Give opinions
• Seek information
• Summarize
• Energize

• Socio-emotional role
• Encourage
• Harmonize
• Reduce tension
• Follow
• Compromise

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Team Member Roles
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Exhibit 14.4
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Stages of Team Development
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Exhibit 14.5
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Determinants of Team Cohesiveness
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• Team interaction - the more time spent together,
  the more cohesive the team
• Shared goals - members agree on goals, they will
  be more cohesive
• Personal attraction to the team - similar
  attitudes and values and enjoy being together

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Consequences of Team Cohesiveness
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• Morale
• Increased communication among members
• Friendly team climate
• Maintenance of membership
• Productivity
• Cohesive team members productivity tends to be
  uniform
• Non-cohesive teams have wider variation in member
  productivity

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Productivity and Team Cohesiveness
Exhibit 14.6
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Team Norms
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• Standard of conduct that is shared by team
  members and guides their behavior
• Define boundaries of acceptable behavior
• Not written down

Exhibit 14.7
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Conflict
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• Antagonistic interaction - attempts to thwart the
  intentions or goals of another
• Conflict is inevitable whenever people work
  together
• Among members within a team or between one team
  and another
• Can have healthy impact -- energizes people
  toward higher performance

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Balancing Conflict and Cooperation
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• Groupthink - tendency for people to be so
  committed to a cohesive team that they are
  reluctant to express contrary opinions
• Abilene Paradox - tendency to go along with
  others for the sake of avoiding conflict

Low levels of conflict associated with poor
decision making in top management teams
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Causes of Team Conflict
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• Scarce Resources
• Communication breakdown
• Personality clashes
• Goal differences

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Balancing Conflict and Cooperation
Exhibit 14.8
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Model of Styles to Handle Conflict
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Exhibit 14.9
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Balancing Conflict and Cooperation
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• Superordinate Goals - goal that cannot be reached
  by a single party
• Negotiation - attempt to systematically reach a
  solution
• Mediation - use of a third party to settle a
  dispute

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Rules for Reaching a Win-Win Solution
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• 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

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The Bargaining Zone
The range between one partys minimum reservation
point and the other partys maximum reservation
point.