1. Chapter 7 Turning People into Team Players

2. Roadmap to Understanding
Understanding Me
Understanding
Others
Understanding
Organizations
Putting It All Together

3. Why Study Teams? Team skills are needed and valued by employers.
To develop the interpersonal skills necessary in understanding teams.
To capitalize on complementary skills leading to improvements in productivity and performance.

4. What is a team?
A team is a group (two or more) whose individual efforts result in performance.

5. Teams and Synergy?
** Synergy is building a force that is greater than the sum of its parts.
A team generates positive synergy through coordinated effort which results in a level of performance that is greater than the sum of the individual inputs.

6. Team Advantage Teams are appropriate when: are needed.
Sundry specialized knowledge
Varied experience
Multiple skills
Extended abilities
Prudent judgment
are needed.

7. Why Teams? Teams better utilize employee talents
Teams are more flexible and responsive
Teams are easy to assemble, deploy, refocus, and disband
Teams facilitate employee participation
Teams increase employee motivation

8. Turning People into Team Players
Diversity within a team provides:
Varied judgment
Varied experiences
Multiple skills
When the above are required, diversity will improve performance.

9. Turning People into Team Players
Why Teach Teams?
Team skills are needed and valued by employers

10. Teams in Practice
1000-
2499
10,000+
Number of employees

11. Turning People into Team Players
Why Teach Teams?
Team skills are needed and valued by employers
Teams require strong interpersonal skills
Team members complement each other in their work
Team members have multiple skills
Improved problem solving and better judgment

12. Turning People into Team Players
Types of teams
Problem solving teams (10-12 people)
Self-managed teams. These may also be termed Self-directed Work Teams. (10 -15)
Cross Functional teams. Team members from the same hierarchical organizational level.

13. Turning People into Team Players
Successful teams must have the following skills distributed among its members:
Technical expertise skills
Problem solving/decision making skills
Communication skills

14. Turning People into Team Players – Team Roles
Creator. .Initiates creative ideas
Promoter. .Champions ideas
Assessor. .Offers insightful analysis
Organizer. .Provides structure
Producer. .Provides direction
Controller. . Enforces rules
Maintainer. .Fights external battles
Advisor. .Encourages others
Linker. .Coordinates and integrates

15. Role Perspectives
Role perception is how the individual believes he or she is to act in a given situation.
Role expectation is what others believe or expect of us is our role.
Role conflict may occur when the role perception and the role expectation are not congruent.

16. Turning People into Team Players
Features of High Performance Teams:
Specific goals
Commitment to common purpose
Leadership and structure
Individual and joint accountability
Appropriate evaluation and reward systems
High mutual trust

17. Turning People into Team Players
Social Loafing or Coasting - is the tendency for individuals to put forth just enough effort to get by when working with teams.

18. Turning People into Team Players
What About Gender Differences in Teams?
For a given task, the differences between men and women in team leadership roles and team performance are not that great.

19. Turning People into Team Players
What About Culture Differences on Teams?
The environmental differences between cultures can create, on average, fundamental differences between groups of people.

20. Turning People into Team Players
When you interact with another culture, you must be conscious of all the possible differences.
Some culture differences include:
Time
Body language
Personal space

21. Summary
Understanding the advantages of teams is critical to an organization’s success.
There are three different type of teams: Problem solving teams, self-directed work teams, and cross-functional teams.

22. Summary
Role perception is how the individual believes he or she is to act in a given situation.
Role expectation is what others believe or expect of us is our role.
Role conflict occurs when role perception and role expectation are not congruent.

23. Summary
Social Loafing is the tendency for individuals to put forth just enough effort to get by when working with teams.
Learning how to turn people into team players is critical for team success.