1. Michael A. Hitt C. Chet Miller Adrienne Colella
Chapter 11
Groups and Teams
Michael A. Hitt
C. Chet Miller
Adrienne Colella

2. Knowledge Objectives
Describe the nature of groups and teams and distinguish among different types of teams.
Explain the criteria used to evaluate team effectiveness.
Discuss how various aspects of team composition influence team effectiveness.

3. Knowledge Objectives
Understand how structural components of teams can influence performance.
Explain how various team processes influence team performance.
Describe how teams develop over time.
Know what organizations can do to encourage and support effective teamwork.
Understand the roles of a team leader.

4. Groups and Teams Group Team
Two or more interdependent individuals who influence one another through social interaction
Team
Two or more people, with work roles that require them to be interdependent, who operate within a larger social system (the organization), performing tasks relevant to the organization’s mission, with consequences that affect others inside and outside the organization, and who have membership that is identifiable to those on the team and those not on the team

5. Types of Groups and Teams
Formal groups
Groups to which members are formally assigned
Informal groups
Groups formed spontaneously by people who share interests, values, or identities
Identity groups
Groups based on the social identities of members
Virtual teams
Teams in which members work together but are separated by time, distance, or organizational structure

6. Virtual Team Technologies
Exhibit 11-1
Virtual Team Technologies
Audio teleconferencing
Video communication systems, which may connect people either room to room or via desktop computers
Real-time electronic communication (e.g., chat groups)
Different-time electronic communication (e.g., , bulletin boards)
Keypad voting systems
Group project management software
Wireless communication devices (e.g. Blackberries)
Adapted from Exhibit 11-1: Virtual Team Technologies

7. Effectiveness of Virtual Teams
Virtual teams less effective on some dimensions
Fewer opportunities exist for informal discussions, hence trust is slower to develop among virtual team members
Communication channels that are less rich than face-to-face interactions
More difficult for virtual teams to develop behavioral norms
Easier for some members to be free riders
Increasing effectiveness of virtual teams
More face-to-face meetings
If members have a great deal of empowerment
When implemented properly, virtual teams can increase productivity and save companies millions of dollars

8. Types of Groups and Teams
Functional teams
Distinguished by the type of work they do and the purpose they serve
Production teams
Service teams
Management teams
Project teams
Advisory teams
Self-managing teams
Have considerable autonomy and control over the work they do, and are responsible for completing a whole piece of work or an entire project

9. Dimensions of Team Effectiveness
Knowledge criteria
Team members share knowledge and understanding of the team’s task, tools and equipment, and processes, as well as members’ characteristics
Ability of the team as a whole to learn over time
Affective criteria
Whether or not team members have a fulfilling and satisfying team experience
Outcome criteria
Quantity and quality of the team’s output

10. Factors Affecting Team Effectiveness
Teams create synergy (performance benefits) for several reasons
Greater goal commitment
Greater variety of skills and abilities used for task achievement
Greater sharing of knowledge
Teamwork can also lead to poorer performance
Process loss
Managing, coordinating, and developing effective communication within the team
Time and energy members spend maintaining the team

11. Factors Affecting Team Effectiveness
Team composition
Demographic diversity
Personality
Size
Team structure
Team member roles
Task roles
Norms
Task structure
Unitary tasks
Maximization tasks
Socioemotional roles
Optimization tasks

12. Team Size and Performance
High
Team Performance
Task Environment
Low
Number of Team Members
Adapted from Exhibit 11-2: The Relationship Between Team Size and Team Performance

13. Team Roles Task Roles Exhibit 11-3 Roles in Teams
Initiator/Contributor Suggests new ideas, solutions, or ways to approach the problem
Information Seeker Focuses on getting facts
Information Giver Provides data for decision making
Elaborator Gives additional information, such as rephrasing, examples
Opinion Giver Provides opinions, values, and feelings
Coordinator Shows the relevance of various specific ideas to the overall problem to be solved
Orienter Refocuses discussion when the team gets off topic
Evaluator/Critic Appraises the quality of the team’s work
Adapted from Exhibit 11-3: Roles in Teams

14. Team Roles Task Roles Socioemotional Roles Exhibit 11-3 Roles in Teams
Energizer Motivates the team when energy falters
Procedural Technician Takes care of operational details, such as technology
Recorder Takes notes and keeps records
Socioemotional Roles
Encourager Provides others with praise, agreement, warmth
Harmonizer Settles conflicts among other members
Compromiser Changes his or her position to maintain team harmony
Gatekeeper Controls communication process so that everyone gets a chance to participate
Standard Setter Discusses the quality of the team process
Adapted from Exhibit 11-3: Roles in Teams

15. Team Roles Socioemotional Roles Individual Roles Exhibit 11-3
Roles in Teams
Socioemotional Roles
Observer Comments on the positive or negative aspects of the team process and calls for changes
Follower Accepts others’ ideas and acts as a listener
Individual Roles
Aggressor Attacks others
Blocker Unnecessarily opposes the team
Dominator Manipulatively asserts authority
Evader Focuses on expressing own feelings and thoughts that are unrelated to the team goals
Help Seeker Unnecessarily expresses insecurities
Recognition Seeker Calls unnecessary attention to himself or herself
Adapted from Exhibit 11-3: Roles in Teams

16. Factors Affecting Team Effectiveness
Team processes
Cohesion
Interpersonal cohesion
Task cohesion
Conflict
Personal conflicts
Substantive conflicts
Procedural conflicts
Social facilitation
Social loafing
Communication

17. Avoiding Social Loafing
Make Individual Contributions Visible
Evaluation system in which everyone’s individual contributions are noted
Smaller rather than larger teams
Monitor who oversees everyone’s contributions
Foster Task Cohesiveness
Team-level rewards to increase pressure
Teamwork training to develop a sense of cohesiveness
Select “team players” for teamwork
high on agreeableness
High on conscientiousness

18. Team Development: Stages Model
Adjourning (Dissolution)
Task completion and termination of roles
Performing (Work)
High task and goal orientation
Norming (Structure)
Cohesiveness and roles develop
Storming (Conflict)
Disagreement and tension among members
Forming (Orientation)
Members become familiar with each other
Adjourning
Performing
Norming
Storming
Forming
Adapted from Exhibit 11-4: Models of Team Development

19. Team Development: Punctuated Equilibrium Model
First Stage:
Norming Activities
Focus on Socioemotional Roles
Second Stage:
Performing Activities
Focus on Task Roles
Task deadline approaches or half-way mark in teams’ tenure
Adapted from Exhibit 11-4: Models of Team Development

20. Managing for Effective Teams
Top Management Support
Explicit vision and strategic plan Serves as the basis for determining desirable team outcomes
Results-oriented measurement of Expect all leaders in organization to do same outcomes
Actively include associates at all All decisions that affect associates also affect levels in decision-making process team performance
Make explicit decision about Tie the decision to business objectives using teams
Actively manage and review Problems in teams such as needed resources support systems for teams will be revealed in review
Adapted from Exhibit 11-3: Roles in Teams

21. Managing for Effective Teams
Support Systems
Technology Teams must have access to technology for performing their tasks, including tools and computer software.
Information systems Teams often need more (or less) information than they possess. It is crucial to provide a “user friendly” information system.
Selection of team members Tailor the staffing process to the type of team. Conduct teamwork analysis to identify the knowledge, skills, and abilities needed for both task work and team work. Consider political issues and who is to do the assessment of potential team members.

22. Managing for Effective Teams
Support Systems
Training Team-building training generally focuses on four different types of skills: (1) goal-setting skills; (2) interpersonal skills; (3) problem- solving skills; and (4) role-clarification skills.
Rewards If people are to work together effectively as a team, they must be rewarded as a team, in addition to individual rewards. Team reward systems may include profit-sharing plans.
Leadership Successful team leaders perform three roles: (1) team liaison; (2) direction setting; and (3) team operational coordinator.