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Schermerhorn - Chapter 13 1
Chapter 13Teams and Teamwork
Planning Ahead– How do teams help organizations?– How do teams work?– How do teams make decisions?– How can leaders build high-performance
teams?
Schermerhorn - Chapter 13 2
Teams in Organizations
A team is a small group of people with complimentary skills who work together to achieve a common purpose and hold themselves mutually accountable for its accomplishment
Schermerhorn - Chapter 13 3
Teams in Organizations
Teamwork is the process of people working together in teams to accomplish common goals
Schermerhorn - Chapter 13 4
Teams in Organizations
Synergy– means that a team is using its
membership resources to the fullest and is achieving more as a unit than could otherwise be achieved
Schermerhorn - Chapter 13 5
Teams in Organizations
Usefulness of Teams– increasing resources for problem solving– fostering creativity and innovation– improving quality of decision making– enhancing members’ commitments to tasks– raising motivation through collective action– helping control and discipline members
Schermerhorn - Chapter 13 6
Teams in Organizations
What can go wrong in teams?– social loafing– personality conflicts– task ambiguity– poor readiness to work– poor teamwork
Schermerhorn - Chapter 13 7
Teams in Organizations
Committees– usually operate with an ongoing purpose– membership may change over time
Schermerhorn - Chapter 13 8
Teams in Organizations
Task Force– usually operates on more temporary basis– tasks very specific and time defined– often disbands after task is completed– creativity and innovation are very important
processes
Schermerhorn - Chapter 13 9
Teams in Organizations
Cross-Functional Teams– Members come from different functional units
and parts of an organization.– Teams are created to knock down “walls”
separating departments.– Team works on a specific problem or task with
the needs of the whole organization in mind.
Schermerhorn - Chapter 13 10
Teams in Organizations
Employee Involvement Teams– Groups of workers who meet on a regular basis
outside of the formal assignments.– Have the goal of applying their expertise and
attention to important workplace matters.– Quality circles represent a common form of
employee involvement teams.
Schermerhorn - Chapter 13 11
•Teams in Organizations
Virtual Teams – employees who work together and solve
problems through largely computer-mediated interactions
• local area networks
• wide area networks
• intranets
• electronic meeting rooms
Schermerhorn - Chapter 13 12
•Teams in Organizations
Self-Managing Work Teams– workers whose jobs have been redesigned to
create a high degree of task interdependence and who have been given authority to make many decisions about how they go about doing the required work
Schermerhorn - Chapter 13 13
Teams in Organizations
In Self-Managing Work Teams, Members– are held collectively accountable for performance
results
– have discretion in distributing tasks
– have discretion in scheduling work
– are able to perform multiple tasks
– evaluate one another’s performance contributions
– responsible for total quality of team products
Schermerhorn - Chapter 13 14
How Teams Work
Team Effectiveness– two key results
• task performance
• member satisfaction
– effective teams have high levels of both results
Schermerhorn - Chapter 13 15
•How Teams Work
Team Effectiveness– input factors that influence good group process
• organizational setting
• nature of the task
• team size
• membership characteristics
Schermerhorn - Chapter 13 16
How Teams Work
Stages of Team Development– Forming - initial orientation and interpersonal testing.
– Storming - conflict over tasks and ways of operating as a team.
– Norming - consolidation around operating task and agendas.
– Performing – teamwork and focused task performance.
– Adjourning – task accomplishment and eventual disengagement.
Schermerhorn - Chapter 13 17
How Teams Work
Norms and Cohesiveness
– behavior expected of team members
– can be enforces with reprimands and other sanctions
Schermerhorn - Chapter 13 18
How Teams Work
How to Build Positive Norms– acting as positive role model
– reinforcing desired behaviors
– controlling results by regular feedback
– orienting and training new members to adopt desired behaviors
– holding regular meetings to discuss progress
– using team decision-making methods to reach agreement
Schermerhorn - Chapter 13 19
How Teams Work
Cohesiveness– degree to which members are attracted to and
want to remain part of a team– can be good if paired with positive performance
norms– more cohesiveness the greater conformity of
members to norms
Schermerhorn - Chapter 13 20
How Teams Work
Task and Maintenance Needs– Task Activities
• contribute directly to team’s performance purpose
– Maintenance Activities• support emotional life of team
– Distributed Leadership• makes every member responsible for
– correctly recognizing when task and/or maintenance activities are needed and responding appropriately
Schermerhorn - Chapter 13 21
How Teams Work
Communication Networks– Decentralized
• All members communicate directly with one another
– Centralized• Activities are coordinated and results pooled by
central point of control
– Restricted• Polarized subgroups contest one another.• Subgroups may engage in antagonistic relations.
Schermerhorn - Chapter 13 22
Decision Making in Teams
Methods for Team Decisions– lack of response
– authority rule
– minority rule
– majority rule
– consensus
– unanimity
Schermerhorn - Chapter 13 23
Decision Making in Teams
Assets and Liabilities of Team Decisions– Potential Advantages
• information
• alternatives
• understanding, acceptance and commitment
– Potential Disadvantages• social pressure to conform
• minority domination
• time demands
Schermerhorn - Chapter 13 24
Decision Making in Teams
Groupthink– tendency for highly
cohesive groups to lose their critical evaluative capabilities
Schermerhorn - Chapter 13 25
Decision Making in Teams
Symptoms of Groupthink– illusions of group invulnerability
– rationalizing unpleasant data
– belief in inherent group morality
– negative stereotypes of competitors
– pressure to conform
– self-censorship
– illusions of unanimity
– mind guarding
Schermerhorn - Chapter 13 26
Leadership and High Performance Teams High performance teams
• clear and elevating goal
• task-driven, results oriented structure
• competent and committed members
• collaborative climate
• high standards of excellence
• external support and recognition
• strong and principled leadership
Schermerhorn - Chapter 13 27
Leadership and High Performance Teams Team-Building Process
– Step 1 – problem awareness– Step 2 – data gathering– Step 3 – data analysis and diagnosis– Step 4 – action planning– Step 5 – action implementation– Step 6 - evaluation
Schermerhorn - Chapter 13 28
Leadership and High Performance Teams Leadership Challenges
– establish clear vision of future– create change– unleash talent