Chapter 14Chapter 14

Leading TeamsLeading Teams

TeamTeam

A unit of two or more people who A unit of two or more people who interact and coordinate their work to interact and coordinate their work to accomplish a specific goal.accomplish a specific goal.

Shared mission and collective Shared mission and collective responsibility are emphasized.responsibility are emphasized.

Types of TeamsTypes of Teams Vertical (Functional, Command)Vertical (Functional, Command)– (e.g., Accounting Dept.)

Horizontal (Cross-Functional)Horizontal (Cross-Functional)– Self-Managing (Continuous)– Problem-Solving (Periodic)

(e.g., Quality Circle)

Special Purpose (Task Force)Special Purpose (Task Force)– (temporary)– (may be Vert., Horiz, or Combination)

Virtual TeamVirtual Team

A team that uses technology so that A team that uses technology so that geographically distant members can geographically distant members can collaborate. collaborate.

Can be any of the previously mentioned Can be any of the previously mentioned types.types.

Team SizeTeam Size

Small Teams (2 to 4 members)Small Teams (2 to 4 members)– Easier to reach agreement– Decisions made more quickly– More participation per member– Members report greater satisfaction

Team SizeTeam Size Large teams (12 or more) - Large teams (12 or more) - PositivePositive Aspects Aspects– More ideas– Bolder or riskier actions (sometimes negative)– More acceptance of decisions by others

Large teams (12 or more) - Large teams (12 or more) - NegativeNegative Aspects Aspects– More time consuming– Subgroups often form, resulting in conflicts– Less member satisfaction.

Team Member RolesTeam Member Roles

Task SpecialistTask Specialist ( (Helps Helps Team Accomplish Task):Team Accomplish Task):

Initiation of ideasInitiation of ideas Give opinionsGive opinions Seek informationSeek information SummarizeSummarize EnergizeEnergize

SocioemotionalSocioemotional

((Support Emotional Support Emotional Needs and Social Unity):Needs and Social Unity):

EncourageEncourage HarmonizeHarmonize Reduce tensionReduce tension FollowFollow CompromiseCompromise

Team Member RolesTeam Member Roles

Task SpecialistRole

NonparticipatorRole

SocioemotionalRole

DualRole

HighHigh

HighHigh

LowLow

LowLow

Member Member Task Task

BehaviorBehavior

Member Member Social Social

BehaviorBehavior

Team CohesivenessTeam Cohesiveness

The extent to which team members are The extent to which team members are attracted to the team and motivated to attracted to the team and motivated to remain in it.remain in it.

Determinants of Team CohesivenessDeterminants of Team Cohesiveness

Team interaction (frequency)Team interaction (frequency) Personal attraction to teamPersonal attraction to team Relatively Small SizeRelatively Small Size Shared goals (and dependence)Shared goals (and dependence) Competition (external threats / common Competition (external threats / common

enemy)enemy) Team successTeam success Favorable evaluation by outsidersFavorable evaluation by outsiders

Consequences of Team Consequences of Team CohesivenessCohesiveness

Morale/Morale/SatisfactionSatisfaction is raised is raised Performance/Performance/Goal AccomplishmentGoal Accomplishment– Productivity tends to more uniform (Norms,

Culture affect it)– Productivity level depends on relationship of

workers with management

Team ConflictTeam Conflict

Description:Description: Antagonistic Antagonistic

interaction in which interaction in which one party attempts to one party attempts to thwart the intentions thwart the intentions or goals of another.or goals of another.

Causes:Causes: Scarce resourcesScarce resources Jurisdictional Jurisdictional

ambiguitiesambiguities Communication Communication

breakdownbreakdown Personality clashesPersonality clashes Power and status Power and status

differencesdifferences Goal differencesGoal differences

Styles to Handle Conflict Styles to Handle Conflict

Competing (Dominating)

AssertiveAssertive

UnassertiveUnassertive

UncooperativeUncooperative CooperativeCooperative

Cooperativeness

Assertiveness When quick, decisive action is vital--emergencies or urgent cost cutting

Styles to Handle ConflictStyles to Handle Conflict

Competing

Avoiding

AssertiveAssertive

UnassertiveUnassertive

UncooperativeUncooperative CooperativeCooperative

Cooperativeness

Assertiveness

When an issue is trivial and there is no chance of winning, or a delay is needed to gather more information

Styles to Handle ConflictStyles to Handle Conflict

Competing

Compromising

Avoiding

AssertiveAssertive

UnassertiveUnassertive

UncooperativeUncooperative CooperativeCooperative

Cooperativeness

Assertiveness When goals are equally important, opponents have equal power, or time pressure makes a decision expedient

Styles to Handle ConflictStyles to Handle Conflict

Competing

Compromising

Avoiding Accommodating

AssertiveAssertive

UnassertiveUnassertive

UncooperativeUncooperative CooperativeCooperative

Cooperativeness

Assertiveness

When people realize they are wrong, an issue is more important to others

Styles to Handle ConflictStyles to Handle Conflict

Competing Collaborating

Compromising

Avoiding Accommodating

AssertiveAssertive

UnassertiveUnassertive

UncooperativeUncooperative CooperativeCooperative

Cooperativeness

Assertiveness

When both concerns are very important, merged solution is better, commitment is needed

Resolving Intergroup ConflictResolving Intergroup Conflict

(What 3rd parties can do to facilitate (What 3rd parties can do to facilitate collaborating, etc.)collaborating, etc.)

EmphasizeEmphasize Superordinate goals Superordinate goals Bargaining/Negotiation Bargaining/Negotiation MediationMediation Improve communication Improve communication Provide well-defined tasksProvide well-defined tasks Reduce Task InterdependenceReduce Task Interdependence

Potential Benefits of TeamsPotential Benefits of Teams

Level of effort (and Performance Level)Level of effort (and Performance Level) Satisfaction of membersSatisfaction of members Expanded job knowledge and skillsExpanded job knowledge and skills Organizational flexibility.Organizational flexibility.

Opposition to TeamsOpposition to Teams

ManagementManagement UnionsUnions Workers who lead teamsWorkers who lead teams Other WorkersOther Workers

Potential Costs of TeamsPotential Costs of Teams

Power realignment (Mgmt, Unions)Power realignment (Mgmt, Unions) Free riding (Team Members)Free riding (Team Members) Coordination costs (Mgmt, Members)Coordination costs (Mgmt, Members) Legal hassles (Unions vs. Mgmt)Legal hassles (Unions vs. Mgmt) Stress from responsibility (Members).Stress from responsibility (Members).

ConclusionConclusion

Teamwork may not always be best, but Teamwork may not always be best, but often is the best approach - Weigh the often is the best approach - Weigh the Benefits vs. the CostsBenefits vs. the Costs

Activities such as persuasion, training, Activities such as persuasion, training, and special rewards may be necessary to and special rewards may be necessary to implement implement teamworkimplement implement teamwork