1. Chapter 13 Teams & Teamwork for the 21 st Century Work Teams: Types, Work Teams: Types, Effectiveness, and Effectiveness, and Stumbling Blocks Stumbling Blocks Effective Teamwork Effective Teamwork through Cooperation, through Cooperation, Trust, and Cohesiveness Trust, and Cohesiveness Teams in Action: Quality Teams in Action: Quality Circles, Virtual Teams, Circles, Virtual Teams, and Self-Managed Teams and Self-Managed Teams Team Building Team Building

2. Teams Team Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach 13-2 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

3. Evolution of Teams 1) Leadership becomes a shared activity 2) Accountability shifts from strictly individual to both individual and collective 3) The group develops its own purpose or mission 4) Problem solving becomes a way of life, not a part-time activity 5) Effectiveness is measured by the group’s collective outcomes and products A Work Group Becomes a Team When: 13-3 Table 13-1 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

4. Research Support for Cooperation 1) Cooperation is superior to competition in promoting achievement and productivity 2) Cooperation is superior to individualistic efforts in promoting achievement and productivity 3) Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition 13-10 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

5. Trust Trust reciprocal faith in others’ intentions and behavior 13-11 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

6. Interpersonal Trust Involves a Cognitive Leap Firsthand knowledge of other person’s reliability and integrity DistrustTrust Cognitive leap Faith in the other person’s good intentions Assumption that other person will behave as desired 13-12 Figure 13-3 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

7. How to Build Trust Communication Support Respect Fairness Predictability Competence 13-13 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

8. Self-Managed Teams Self-Managed Teams groups of employees granted administrative oversight for their work Cross-functionalism team made up of technical specialists from different areas 13-21 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

9. The Evolution of Self-Managed Work Teams Managerial control of group’s structure, staffing, and task procedures Group control of its own structure, staffing, and task procedures Traditional Work Groups Semiautonomous Work Groups Self-Managed Teams 13-26 Figure 13-4 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

10. Making the Transition to Self-Managed Teams  Extensive management training and socialization are required to embed Theory Y and participative management values into an organization’s culture  Starts with top management and filters down  Both technical and organizational redesign are necessary 13-27 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.