BM 14 daft7e ppt_ch14 - revised

Chapter 14

Leading Teams

(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives

• Identify the types of teams in organizations• Discuss some of the problems & challenges

of teamwork• Identify roles within teams & the type of

role you could play to help a team be effective

• Explain the general stages of team development


Learning Objectives

• Identify ways in which team size & diversity of membership affect team performance

• Explain the concepts of team cohesiveness & team norms & their relationship to team

• Understand the causes of conflict within & among teams & how to reduce conflict

• Define the outcomes of effective teams & how managers can enhance team effectiveness


New Manager’s Question 1

• Team is just another word for group.

1 2 3 45

Strongly agree Strongly disagree



• It’s better if team members are in the same location.

1 2 3 45




• The best team members are those who encourage other members.

1 2 3 45



Introduction to Team

• Teams have become the primary way in which many companies accomplish their work

• Good teams can be highly productive• Teams aren’t always successful


Why Teams at Work?

• What is a team?– Two or more people who interact and

coordinate their work toward a goal

• 3 Components of “team”– 2 or more people are required– People in a team have regular interaction– Members of a team share a performance goal


“Team”

• Group of people—2 terms are not interchangeable– Can put together a group, but never build team– “team” implies a sense of shared mission &

collective responsibility


Differences Between Groups and Teams


The Dilemma of Teams?

• 3 Primary Reasons– We have to give up our independence– We have to put up with free riders• Free riders (social loafing) – team member who

attains benefits from team membership but does not actively participate in & contribute to the team’s work

– Teams are sometimes dysfunctional• See Exhibit 14.2 (next slide)


Five Common Dysfunctions of Teams


How to Make Teams Effective• Successful teams don’t just happen• Team members should consider:– Defining roles– Establishing norms– Setting goals

• Work-team effectiveness is based on:– Productive output– Personal satisfaction– Capacity to adapt and learn


How to Make Teams Effective• Work-team effectiveness is based on:– Productive output – quality & quantity of task

outputs– Personal satisfaction – team’s ability to meet the

personal needs of its members & hence maintain their membership & commitment

– Capacity to adapt and learn – ability of teams to bring greater knowledge & skills to job tasks & enhance the potential of the organization to respond to new threats or opportunities in the environment


Work-Team Effectiveness Model


Model of Team Effectiveness

Teams size and roles are important

Team characteristics influence processes

Good team leaders understand and manage stages of team development

Team members and leaders must direct processes in a positive manner


Effective Team Leadership

• Rally people around a compelling purpose

• Share power

• Admit ignorance (fallibility model)


Types of Teams

• Formal Team – defined by formal organization structure– Vertical: functional or command team– Horizontal: cross-functional team, project team,

committee• Committee: long-lived & may be a permanent part of

the organization’s structure– Formed to deal with tasks that recur regularly

• Special-purpose: (project teams) created outside the formal organization to undertake a project of special importance or creativity


Horizontal and Vertical Teams in an Organization


Types of Teams

• Self Directed Teams – supervised by elected employees– Problem-solving teams – consist of 5 to 12

hourly employees from the same department• Voluntarily meet• Discuss ways to improve quality, efficiency & work

environment• Most widely knows is “quality circles”

– First used by Japanese companies


Types of Teams

• Problem-solving evolve into self-directed teams– Self-directed teams – consist of 5-20 multi-

skilled workers who rotate jobs to produce an entire product or service• Permanent & includes 3 elements

– Combined skills are sufficient to perform a major organizational task

– Resources to perform the complete task– Given decision-making authority to complete the task


Innovative Use of Teams

• Virtual Teams – made up of geographically or organizationally dispersed members linked through advanced information & telecommunications technologies



• Virtual Teams (cont’d)– Include organizational members, contingent

workers, members of partner organizations, customers, suppliers, etc.

– Members use e-mail, voice mail, internet, blogs, etc. to communicate

– Highly flexible & dynamic– Leadership is shared or altered– Membership can quickly change



• Virtual Teams (cont’d)– 1 advantage: ability to assemble the best group

to complete a complex project, solve a problem or exploit a strategic opportunity

– 3 critical areas that should be addressed:• Using technology to build relationships• Shaping culture through technology• Monitoring progress & rewarding members


What Effective Virtual Team Leaders Do



• Global Teams– Characteristics• Cross-border work teams• Members of different nationalities• Activities span multiple countries

– Challenges• Bridge gaps of time, distance & culture• Speak different languages, use different technologies

& have different beliefs



• Global Teams (cont’d)– To be effective:• All teams members have to be willing to deviate from

their own values & norms• Carefully select team members, build trust & share

information


Team CharacteristicsDesign teams for effectiveness

• Size – Team performance and productivity peaks at five

members– Smaller teams perform better than larger– Large enough to take advantage of diverse skills– Small enough to make members feel like an

intimate part of group– As team size increases, it’s harder to interact &

influence others


Team Characteristics

• Diversity– Diverse skills, knowledge and experience

produce innovative solutions– Diversity may contribute to a healthy level of

conflict– Functional & gender diversity can lead to

positive impact on performance– Racially & culturally diverse teams tend to have

more difficulty learning to work well together


Team Characteristics

• Member Roles– Teams must focus on both task and social roles– 2 types of roles:– Task specialist – spend time & energy helping team

reach goal– Socioemotional – support team members’ emotional

needs & help strengthen the social entity


Task Performance and Social SatisfactionTask Specialist Role– Initiate ideas– Giving opinions– Seeking information– Summarizing– Energizing

Socioemotional Role– Encouraging– Harmonizing– Reducing Tension– Following– Compromising


Stages of Team Development

• Forming – orientation and acquaintance

• Storming – personalities and roles emerge

• Norming – conflict is resolved• Performing – focus on

problem solving • Adjourning - disbandment


Team Cohesiveness

• Extent to which members are attracted to the team & motivated to remain in the team

• Determinants of Team Cohesiveness– Team interaction– Shared goals– Personal attraction to the team– Presence of competition– Team success


Team Cohesiveness (cont’d)

• Consequences of Team Cohesiveness– Morale: higher in cohesive teams– Productivity: tends to be more uniform• Degree depends on relationship between

management & team


Team Norms

Team norms – a standard of conduct that

is shared by team members and guides

their behavior


Four Ways Team Norms Develop


Managing Team Conflict• Conflict – antagonistic interaction in which

one party attempts to block the intentions or goals of another• Some is inevitable

• Competition - rivalry among individuals or teams• Can have a healthy impact because it energizes

people


Managing Team Conflict• Balancing Conflict and Cooperation– Conflict can help eliminate groupthink– Groupthink: tendency for people to be so committed

to a cohesive team that they are reluctant to express contrary opinions

– Conflict can cause morale and productivity problems


Conflict and Cooperation


Managing Team Conflict• Causes of Conflict– Competition over scarce resources– Goal differences– Communication breakdowns


Managing Team Conflict• Styles to Handle Conflict– Competing style – assertiveness to get one’s own

way– Avoiding style – reflects neither assertiveness or

cooperativeness– Compromising style – moderate amount of both– Accommodating style – high degree of

cooperativeness– Collaborating style – high degree of both


A Model of Styles to Handle Conflict


Team Conflict Tools

• Superordinate goals – vision compels people to overcome conflict and cooperate

• Mediation – allowing third-party to help with disputes

• Negotiation – people engage in give-and-take discussions

– Integrative or disruptive


Team Conflict Tools

• Negotiation (cont’d)

– Integrative – based on a “win-win” assumption

– Distributive– assumes the “size of the pie” is fixed & each party attempts to get as much of it as they can


Reaching a Win-Win Solution

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


Work-Team Effectiveness

Productive Output

Social facilitation – tendency for the presence of others to energize one’s motivation/performance

Satisfaction of Members

Capacity to Adapt and Learn

Education

BM 14 daft7e ppt_ch14 - revised