Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

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Schermerhorn - Chapter 173 Chapter 17 Teams and Teamwork 4 Planning Ahead –How do teams contribute to organizations? –What are the current trends in the use of teams? –How do teams work? –What should leaders know about decision making in teams? –How can team building increase performance effectiveness?

Schermerhorn - Chapter 174 Teams in Organizations 4 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 175 Teams in Organizations 4 Teamwork is the process of people working together in teams to accomplish common goals

Schermerhorn - Chapter 176 Teams in Organizations 4 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 177 Teams in Organizations 4 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 178 Teams in Organizations 4 What can go wrong in teams? –social loafing –personality conflicts –task ambiguity –poor readiness to work –poor teamwork

Schermerhorn - Chapter 179 Teams in Organizations 4 Formal Teams –officially recognized and supported by the organization for specific purposes functional team –departments, teams, divisions

Schermerhorn - Chapter 1710 Teams in Organizations 4 Informal Groups –emerge as part of the informal structure and communication flows in organizations interest friendship support

Schermerhorn - Chapter 1711 Trends in the Use of Teams 4 Committees –usually operate with an ongoing purpose –membership may change over time

Schermerhorn - Chapter 1712 Trends in the Use of Teams 4 Task Force –usually operates on a more temporary basis –tasks are very specific and time defined –often disbands after task is completed –creativity and innovation are very important processes

Schermerhorn - Chapter 1713 Trends in the Use of Teams 4 Cross-Functional Teams –members come from different functional units and parts of an organization that are indispensable to fulfillment of these design goals

Schermerhorn - Chapter 1714 Trends in the Use of Teams 4 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 1715 Trends in the Use of Teams 4 Self-Managing Work Teams –workers whose jobs have been redesigned to create a high degree of task interdependence and who have been given the authority to make many decisions about how they go about doing the required work

Schermerhorn - Chapter 1716 Trends in the Use of Teams 4 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 the total quality of team products

Schermerhorn - Chapter 1717 Trends in the Use of Teams 4 How Teams Work –two key results task performance human resource maintenance –effective teams have high levels of both results

Schermerhorn - Chapter 1718 Trends in the Use of Teams 4 Team Effectiveness –input factors that influence good group process organizational setting nature of the task team size membership characteristics

Schermerhorn - Chapter 1719 Trends in the Use of Teams 4 Stages of Team Development –Forming - initial orientation –Storming - conflict over tasks –Norming - consolidation around operating agendas –Performing - focused task performance –Adjourning - eventual disengagement

Schermerhorn - Chapter 1720 Trends in the Use of Teams 4 Norms –behavior expected of team members –can be enforces with reprimands and other sanctions

Schermerhorn - Chapter 1721 Trends in the Use of Teams 4 Performance Norms –defined level of work effort and performance that team members are expected to contribute

Schermerhorn - Chapter 1722 Trends in the Use of Teams 4 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 1723 Trends in the Use of Teams 4 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 –the more cohesiveness the greater conformity of members to norms

Schermerhorn - Chapter 1724 Trends in the Use of Teams 4 Task Activities –contribute directly to team’s performance purpose 4 Maintenance Activities –support the emotional life of team

Schermerhorn - Chapter 1725 Trends in the Use of Teams 4 Distributed Leadership –makes every member responsible for correctly recognizing when task and/or maintenance activities are needed responding appropriately

Schermerhorn - Chapter 1726 Trends in the Use of Teams 4 Distributed Leadership Team results = Task Gains + Maintenance Gains - Self-serving Losses

Schermerhorn - Chapter 1727 Trends in the Use of Teams 4 Communication Networks –decentralized all members communicate directly with one another –centralized activities are coordinated and results pooled by central point of control

Schermerhorn - Chapter 1728 Decision Making in Teams 4 How Teams Make Decisions –lack of response –authority rule –minority rule –majority rule –consensus –unanimity

Schermerhorn - Chapter 1729 Decision Making in Teams 4 Assets of Team Decision Making –information –alternatives –understanding and acceptance –commitment

Schermerhorn - Chapter 1730 Decision Making in Teams 4 Potential Disadvantages of Team Decision Making –social pressure to conform –minority domination –time demands

Schermerhorn - Chapter 1731 Decision Making in Teams 4 Groupthink –tendency for highly cohesive groups to lose their critical evaluative capabilities

Schermerhorn - Chapter 1732 Decision Making in Teams 4 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 1733 Decision Making in Teams 4 Creativity and Team Decision Making –Brainstorming all criticism is ruled out freewheeling is welcomed quantity is important building on one another’s ideas

Schermerhorn - Chapter 1734 Decision Making in Teams 4 Creativity and Team Decision Making –Nominal Group Technique participants work alone and write down solutions ideas read aloud without criticism ideas are recorded ideas are discussed in round-robin sequence members silently follow written voting procedure last two steps are repeated as needed

Schermerhorn - Chapter 1735 Leadership and High Performance Teams 4 Team-Building Process –sequence of planned activities used to gather and analyze data on the functioning of a team and the implementation of constructive changes to increase its operating effectiveness

Schermerhorn - Chapter 1736 Leadership and High Performance Teams 4 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 1737 Leadership and High Performance Teams 4 Effective Team Leaders –establish clear vision of future –create change –unleash talent