©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Newstrom 12/e PPT ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Teams and Team Building Chapter Thirteen Teams and Team Building ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Objectives To understand: Organizational context for teams The nature of teams Life cycle of a team Teamwork and the characteristics of mature teams Process consultation and team-building skills Self-managing teams ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Organization The skeletal structure that helps create predictable relationships among people, technology, jobs, and resources. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Organizational Context for Teams Classical Concepts Division of work Delegation Multiple levels of authority Supports people as well as suppresses them Strong in task support Weak in psychological support ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Organizational Context for Teams New Viewpoints Decline in use of structure Organic, flexible structures Multidirectional communication Joint problem solving Tasks not defined well enough to become routine ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Organizational Context for Teams Matrix Organization Overlays one type of organization on another Two chains of command direct individual employees Separates activities into projects that compete for allocations of people and resources When applied across internal organizational boundaries, creates cross-functional teams ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Teamwork Where work is interdependent, employees act as a task team and seek to develop a cooperative state called teamwork. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Teamwork Just calling a group a team does not change its basic character or effectiveness Contributors to teamwork: Supportive environment Skills matched to role requirements Superordinate goals Team rewards ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Life Cycle of a Team Forming Sharing of personal information, aura of courtesy; cautious interactions Storming Members compete for status and control, argue about direction for the group Norming Group begins moving in a cooperative fashion, tentative balance among competing forces, norms emerge and guide behavior Performing Group matures and learns to handle complex challenges, functional roles performed fluidly, tasks accomplished efficiently Adjourning Even the most successful teams disband sooner or later ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Ingredients of Effective Teams Supportive environment Skills and role clarity Superordinate goals Team rewards Empowered teams Potency Meaningfulness Autonomy Impact ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Ingredients of Effective Teams James Surowiecki concludes that good group decision making requires: Diversity of opinion, information, or perspective Independent choices not influenced by others Access to decentralized knowledge and the empowerment to make decisions based on that knowledge An aggressive mechanism for producing collective decisions from private judgments ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Potential Team Problems Changing Composition Anticipate and accept that turnover will happen Develop a plan for managing turnover Decide how to best integrate new members Recognize a new member as an opportunity for group improvement ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Potential Team Problems Social Loafing Perception of unfair division of labor Belief that coworkers are lazy Feeling that one cannot be singled out for blame Sucker effect Impacts Colleagues feel anger or empathy Colleagues may complain to management Coworkers may offer pep talks, training, threats, or expectations for improvement ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Team Building Encourages team members to: Examine how they work together Identify their weaknesses Develop more effective ways of cooperating ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Team Coaching Vital to team success Team leader helps team members make good use of collective resources Is most effective when it is: Task-focused Timely Recognized as necessary by the team Oriented toward motivation of members or performance method improvements, or knowledge/skill deficiencies ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

The Need for Team Building Not every team needs team building Clues that team building is necessary: Interpersonal conflicts Low team morale or cohesiveness Confusion or disagreement about team roles Large influx of new members Disagreement over the team’s purpose and tasks Negative climate within the team Stagnation within the team ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Typical Stages in Team Building ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Specific Team-Building Issues Team members are unaware of, or in disagreement about, the purpose of the team The team is confused about its fit within the larger organizational system There is confusion about work relationships Interpersonal conflicts dominate the workplace ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Useful Team-Building Skills Needed by both team leaders and members: Consultation skills Research skills Presentational skills Process consultation (facilitator) Feedback ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Facilitating Behaviors Encouraging open communication Observing team meetings Probing and questioning Confronting individuals Stimulating problem solving Attending to nonverbal cues Encouraging learning ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Characteristics of Mature Teams Regularly achieves and even surpasses goals Exhibits valued attitudes and behaviors Improved performance/productivity Lower absenteeism Diminished turnover Improved safety record Increased acts of organizational citizenship Individual satisfaction Interpersonal trust Organizational commitment Team cohesiveness Sets progressively higher standards for itself ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Individual Territories versus Team Spaces Territorial Needs Team interaction versus workers’ need to establish employee territories Social neighborhoods ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Self-Managing Teams Have the ability to and power to plan, direct, monitor, and control their own activities Wide-ranging autonomy and freedom, coupled with the capability to act like managers Multi-skilling May move beyond operational topics ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Self-Managing Teams Advantages Improved flexibility of staff More efficient operations through reduced number of job classifications Lower absenteeism and turnover Higher levels of organizational commitment and job satisfaction ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Self-Managing Teams Disadvantages Extended time to implement them High training investment Early inefficiencies due to job rotation Inability of some employees to adapt to a team structure ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Boundary Spanners Little or no authority; must accomplish tasks through: Social awareness Relating to others Genuine caring for team members Investigating problems Obtaining external support Influencing the team Persuading ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Virtual Teams Facilitated through technology Development process parallel to that of other teams Potential problems: Individualistic behavior Feelings of isolation Lack of trust Needs extra coordination ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Virtual Teams Substitutions for Face-to-Face Interaction Clarified goal and definition of major issues Short, face-to-face meetings Temporary on-location projects Explicit definition of role expectations Identification of potential problems Frequent use of email and video-conferencing ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved