1. Five Key Defining Characteristics of Teams Exist to achieve a shared goal Members are interdependent regarding a common goal Are bounded and remain relatively stable over time Members have the authority to manage their own work and internal processes Operate in a larger social system context CHAPTER 1 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-1

2. Four Challenges of the Future That Point to the Importance of Teams Customer service focus Competition The information age Globalization CHAPTER 1 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-2

3. Types of Teams in Organizations Manager-led teams Self-managing or self-regulating teams Self-directing or self-designing teams Self-governing teams CHAPTER 1 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-3

4. Exhibit 1–2. Authority of Four Illustrative Types of Work Teams Design of the organizational context Design of the team as a performing unit Monitoring and managing performance processes Executing the task Area of Management Responsibility Area of Team Responsibility Manager-led work teams Self- managing work teams Self-designing work teams Self-governing work teams CHAPTER 1 Source: Hackman, J. R. (1987). The design of work teams. In J.W. Lorsch (Ed.), Handbook of Organizational Behavior. Upper Saddle River, NJ: Prentice Hall. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-4

5. Observations about Teams and Teamwork Teams are not always the answer Managers fault the wrong causes for team failure (misattribution error) Managers fail to recognize their team-building responsibilities Experimenting with failures leads to better teams Conflict among team members is not always a bad thing Strong leadership is not always necessary for strong teams Good teams can still fail under the wrong circumstances Retreats will not fix all conflicts between team members CHAPTER 1 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-5

6. Exhibit 1-5. Team Autonomy versus Manager Control CHAPTER 1 Source: Thompson, L. (2010). Leading high impact teams: Tools for teams. Kellogg Executive program. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-6

7. Exhibit 1-6. Team Longevity CHAPTER 1 Source: Thompson, L. (2010). Leading high impact teams: Tools for teams. Kellogg Executive program. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-7

8. Exhibit 1-7. The Most Frustrating Aspects of Teamwork CHAPTER 1 Source: Thompson, L. (2010). Leading high impact teams: Tools for teams. Kellogg Executive program. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-8

9. Developing Your Team-Building Skills Skill #1: Accurate diagnosis of team problems Skill #2: Research-based intervention Skill #3: Expert learning CHAPTER 1 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-9

10. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-10