DQ questions
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ipptchap012.pptxChapter Twelve
Teamwork
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Learning Objectives
LO 1 Discuss how teams can contribute to an organization’s effectiveness
LO 2 Distinguish the new team environment from that of traditional work groups
LO 3 Summarize how groups become teams
LO 4 Explain why groups sometimes fail
LO 5 Describe how to build an effective team
LO 6 List methods for managing a team’s relationships with other teams
LO 7 Give examples of ways to manage conflict
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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 New Team Environment
Team
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 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
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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.
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Organizations Have Different Types of Teams
Transnational teams
Work groups composed of multinational members whose activities span multiple countries.
Virtual teams
Teams that are physically dispersed and communicate electronically more than face-to-face.
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Self-Managed Teams Empower Employees
Traditional work groups
Groups that have no managerial responsibilities.
Quality circles
Voluntary groups of people drawn from various production teams who make suggestions about quality.
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Self-Managed Teams Empower Employees
Semiautonomous work groups
Groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance.
Autonomous work groups
Groups that control decisions about and execution of a complete range of tasks.
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Self-Managed Teams Empower Employees
Self-designing teams
Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform.
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Self-Managed Teams Empower Employees
Self-managed teams
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 frontline supervisors.
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Team Autonomy Continuum
Exhibit 12.2
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Group Processes
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.
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Group Activities
Norming
group members agree on their shared goals, and norms and closer relationships develop.
Performing
the group channels its energies into performing its tasks.
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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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Stepping up to Team Leadership
Exhibit 12.4
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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.
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Managers Motivate Effective Teamwork
Social facilitation effect
Working harder when in a group than when working alone.
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Question
___________ are shared beliefs about how people should think and behave.
Roles
Norms
Expectations
Customs
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The correct answer is b - norms. See next slide.
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Norms Shape Team Behavior
Norms
Shared beliefs about how people should think and behave.
Roles
Different sets of expectations for how different individuals should behave.
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Team Members Must Fill Important Roles
Task specialist
An individual who has more advanced job-related skills and abilities than other group members possess.
Team maintenance specialist
Individual who develops and maintains team harmony.
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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.
Avoidance
Accommodation
Compromise
Competing
Collaboration
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The correct answer is c – compromise. See slide 12-35
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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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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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