week 9

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Chapter  Eleven  

11-2

Learning  Objec4ves  

LO.1 Explain how a work group becomes a team. LO.2 Identify and describe four types of work teams. LO.3 Explain the model of effective work teams, and

specify the two criteria of team effectiveness. LO.4 Identify five teamwork competencies team

members need to possess. LO.5 Discuss why teams fail.

11-3

Learning  Objec4ves  (cont.)  

LO.6 List at least four things managers can do to build trust.

LO.7 Distinguish two types of group cohesiveness, and summarize cohesiveness research findings.

LO.8 Define virtual teams and self-managed teams. LO.9 Describe high-performance teams, and

discuss team leadership.

11-4

Work  Teams:  Types,  Effec4veness,   and  Stumbling  Blocks  

!  Team 9  a small number of people with complementary

skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

11-5

Work  Teams:  Types,  Effec4veness,   and  Stumbling  Blocks  

!  The essence of a team is common commitment

!  Without it, groups perform as individuals; with it, they become a powerful unit of collective performance

11-6

The  Evolu4on  of  a  Team  

11-7

Four  General  Types  of  Work  Teams     and  Their  Outputs  

11-8

A  General  Typology  of  Work  Teams  

!  Advice teams 9  created  to  broaden   the  informa4on  base   for  managerial   decisions  

!  Production Teams 9  responsible for

performing day-to- day operations

11-9

A  General  Typology  of  Work  Teams  

!  Project Teams 9  require  crea4ve   problem  solving,   oKen  involving  the   applica4on  of   specialized   knowledge  

9  4me  is  cri4cal  

!  Action Teams 9  High specialization

is combined with high coordination

9  best exemplified by a baseball team

11-10

Effec4ve  Work  Teams  

11-11

Effec4ve  Work  Teams  

!  Team viability 9  defined  as  team   members’   sa4sfac4on  and   con4nued  willingness   to  contribute.  

11-12

How  Strong  Are  Your  Teamwork   Competencies?  

11-13

Why  Work  Teams  Fail  

11-14

Characteris4cs  of  Effec4ve  Teamwork  

11-15

Coopera4on  

!  Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective.

!  The greater the integration, the greater the degree of cooperation.

11-16

Research  Support  for  Coopera4on  

1.  Cooperation is superior to competition in promoting achievement and productivity.

2.  Cooperation is superior to individualistic efforts in promoting achievement and productivity.

3.  Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition

11-17

Trust  

!  Trust 9  Reciprocal faith in

others’ intentions and behavior

!  Propensity to trust 9  A personality trait

involving one’s general willingness to trust others.

11-18

Interpersonal  Trust  Involves  a   Cogni4ve  Leap  

11-19

How  to  Build  Trust  

11-20

How  to  Build  Trust  

!  Trust needs to be earned; it cannot be demanded.

!  Trust is anchored to credibility — 9  “developing the integrity, intent, capabilities,

and results that make you believable , both to yourself and to others.”

11-21

Cohesiveness  

!  Cohesiveness 9  a process whereby “a sense of ‘we-ness’

emerges to transcend individual differences and motives

11-22

Cohesiveness  

Cohesive group members stick together for one or both of the following reasons:

1. they enjoy each others’ company 2. they need each other to accomplish a

common goal.

11-23

Cohesiveness  

!  Socio-emotional cohesiveness 9  a sense of togetherness that develops when

individuals derive emotional satisfaction from group participation.

!  Instrumental cohesiveness 9  a sense of togetherness that develops when

group members are mutually dependent on one another because they believe they could not achieve the group’s goal by acting separately

11-24

Lessons  from  Group  Cohesiveness   Research  

!  There is a small but statistically significant cohesiveness→performance effect.

!  The cohesiveness→performance effect was stronger for smaller and real groups

!  The cohesiveness→performance effect becomes stronger as one moves from nonmilitary real groups to military groups to sports teams.

11-25

Steps  Managers  Can  Take  to  Enhance  the   Two  Types  of  Group  Cohesiveness  

11-26

Basic  Dis4nc4ons  between  Virtual   Teams  and  Self-­‐Managed  Teams  

11-27

Virtual  Teams  

!  Virtual team 9  physically  dispersed   task  group  that   conducts  its   business  primarily   through  modern   informa4on   technology  

11-28

Research  Insights  

!  Virtual groups formed over the Internet follow a group development process similar to that for face-to-face groups

!  Internet chat rooms create more work and yield poorer decisions than face-to-face meetings and telephone conferences

!  Inspirational leadership has a positive impact on creativity in electronic brainstorming groups

!  Conflict management is particularly difficult for asynchronous virtual teams that have no opportunity for face-to-face interaction

11-29

Prac4cal  Considera4ons  

!  Meaningful face-to-face contact, especially during early phases of the group development process, is absolutely essential

!  Periodic face-to-face interaction not only fosters social bonding among virtual team members, it also facilitates conflict resolution.

11-30

How  to  Create  and  Manage  a   Virtual  Team  

11-31

Self-­‐Managed  Teams  

!  Self-managed teams 9  Groups of employees granted administrative

oversight for their work. 9  Accountability is maintained indirectly by

outside managers and leaders

11-32

Self-­‐Managed  Teams  

Team advisers rely on four indirect influence tactics: !  Relating !  Scouting !  Persuading !  Empowering

11-33

Are  Self-­‐Managed  Teams  Effec4ve?  

Self-managed teams had: !  A positive effect on productivity. !  A positive effect on specific attitudes relating to

self-management !  No significant effect on general attitudes !  No significant effect on absenteeism or turnover

11-34

Team  Building  

!  Team building 9  Experien4al  learning   aimed  at  be[er   internal  func4oning   of  groups.  

11-35

Ways  to  Empower  Self-­‐Managed  Teams  

11-36

A[ributes  of     High-­‐Performance  Teams  

11-37

Assessing  the  Effec4veness  of   Team  Building  

!  Reaction 9  How did the participants feel about the activity?

!  Learning 9  Did the experience increase knowledge or

improve skills?

11-38

Assessing  the  Effec4veness  of   Team  Building  

!  Behavior 9  Did participants’ on-the-job behavior improve as

a result of the activity? !  Results

9  Did participants subsequently achieve better measurable results?

11-39

Team  Leadership  

!  Team leadership aimed at building group cohesiveness and limiting conflict tended to enhance team performance

!  A coaching style of leadership was effective for charismatic leaders when dealing with team members having low self-efficacy

!  Treating members as separate individuals and applying differentiated leadership may result in some loss of group effectiveness