1. Organizational Behavior, 9/E Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.

2. Organizational Behavior: Chapter 102 Chapter 10 Study Questions  What is a the nature of teams and teamwork?  What is team building?  How does team building improve performance?  How do teams contribute to the high- performance workplace?

3. Organizational Behavior: Chapter 103 Study Question 1: What is the nature of team and teamwork?  A team is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable.  Teams are one of the major forces behind revolutionary changes in contemporary organizations.

4. Organizational Behavior: Chapter 104 Study Question 1: What is the nature of team and teamwork?  Types of teams. – Teams that recommend things. Established to study specific problems and recommend solutions to them. – Teams that run things. Have formal responsibility for leading other groups. – Teams that make or do things. Functional groups that perform ongoing tasks.

5. Organizational Behavior: Chapter 105 Study Question 1: What is the nature of team and teamwork?  Teamwork occurs when group members actively work together in such a way that all their respective skills are well utilized to achieve a common purpose.

6. Organizational Behavior: Chapter 106 Study Question 1: What is the nature of team and teamwork?  Characteristics of high performance teams. – They have strong core values. – They turn a general sense of purpose into specific performance objectives. – They have the right mix of skills. – They possess creativity.

7. Organizational Behavior: Chapter 107 Study Question 1: What is the nature of team and teamwork?  Characteristics of teams with homogeneous membership. – Members are similar with respect to such variables as age, gender, race, experience, ethnicity, and culture. – Members can quickly build social relations and engage in the interactions needed for teamwork. – Homogeneity may limit the team in terms of ideas, viewpoints, and creativity.

8. Organizational Behavior: Chapter 108 Study Question 1: What is the nature of team and teamwork?  Characteristics of teams with heterogeneous membership. – Members are diverse in demography, experiences, life styles, and cultures, among other variables. – Diversity can help improve team problem solving and increase creativity. – Diversity among team members may create performance difficulties early in the team’s life or stage of development.

9. Organizational Behavior: Chapter 109 Study Question 1: What is the nature of team and teamwork?  Characteristics of teams with heterogeneous membership (cont.). – Enhanced performance potential is possible once short-run struggles are resolved. – Diversity can provide great advantages for high- performance organizations.

10. Organizational Behavior: Chapter 1010 Study Question 2: What is team building?  Work groups and teams must master challenges as they pass through the various stages of group development.  Team building is a sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness.

11. Organizational Behavior: Chapter 1011 Study Question 2: What is team building?

12. Organizational Behavior: Chapter 1012 Study Question 2: What is team building?  Approaches to team building. – Formal retreat approach. Team building occurs during an offsite retreat. – Continuous improvement approach. The manager, team leader, or members take responsibility for ongoing team building. – Outdoor experience approach. Members engage in physically challenging situations that require teamwork.

13. Organizational Behavior: Chapter 1013 Study Question 3: How does team building improve performance?  New members are concerned about issues of: – Participation. – Goals. – Control. – Relationships.

14. Organizational Behavior: Chapter 1014 Study Question 3: How does team building improve performance?  Behavior profiles of coping with individual entry problems. – Tough battler. – Friendly helper. – Objective thinker.

15. Organizational Behavior: Chapter 1015 Study Question 3: How does team building improve performance?  Task and maintenance leadership. – Sustained high performance requires meeting both task needs and maintenance needs. – High-performance teams require distributed leadership. – Distributive leadership is the sharing among team members of the responsibilities for task and maintenance contributions.

16. Organizational Behavior: Chapter 1016 Study Question 3: How does team building improve performance?

17. Organizational Behavior: Chapter 1017 Study Question 3: How does team building improve performance?  Groups members should avoid the following disruptive behaviors: – Being overly aggressive toward other members. – Withdrawing and refusing to cooperate with others. – Horsing around when there is work to be done. – Using the group as a forum for self-confession. – Talking too much about irrelevant matters. – Trying to compete for attention and recognition.

18. Organizational Behavior: Chapter 1018 Study Question 3: How does team building improve performance?  Roles and role dynamics. – A role is a set of expectations associated with a job or position on a team. – Role ambiguity — occurs when a person is uncertain about his/her role. – Role overload — occurs when too much is expected and the person feels overwhelmed with work. – Role underload — occurs when too little is expected and the person feels underutilized.

19. Organizational Behavior: Chapter 1019 Study Question 3: How does team building improve performance?  Roles and role dynamics (cont.). – Role conflict — occurs when a person is unable to meet conflicting expectations. – Forms of role conflict. Intrasender role conflict. Intersender role conflict. Person-role conflict. Interrole conflict.

20. Organizational Behavior: Chapter 1020 Study Question 3: How does team building improve performance?

21. Organizational Behavior: Chapter 1021 Study Question 3: How does team building improve performance?  Norms represent beliefs about how group or team members are expected to behave.  Norms are rules or standards of conduct.  Managers and leaders should help their groups adopt positive norms that support organizational goals.

22. Organizational Behavior: Chapter 1022 Study Question 3: How does team building improve performance?  Key norms that can have positive or negative implications. – Performance norms. – Ethics norms. – Organizational and personal pride norms. – High-achievement norms. – Support and helpfulness norms. – Improvement and change norms.

23. Organizational Behavior: Chapter 1023 Study Question 3: How does team building improve performance?  Cohesiveness is the degree to which members are attached to and motivated to remain a part of the team  High team cohesiveness occurs when: – Members are similar in age, attitudes, needs, and backgrounds. – Group size is small. – Members respect each others’ competencies. – Members agree on common goals. – Members work on interdependent tasks. – Groups are physically isolated from others. – Groups experience performance success or crisis.

24. Organizational Behavior: Chapter 1024 Study Question 3: How does team building improve performance?

25. Organizational Behavior: Chapter 1025 Study Question 3: How does team building improve performance?

26. Organizational Behavior: Chapter 1026 Study Question 4: How do teams contribute to the high-performance workplace?  Problem-solving teams. – Employee involvements teams include a wide variety of teams whose members meet regularly to collectively examine important workplace issues. – Quality circle. A special type of employee involvement team. Team meets periodically to address problems relating to quality, productivity, or cost.

27. Organizational Behavior: Chapter 1027 Study Question 4: How do teams contribute to the high-performance workplace?  Cross-functional teams. – Consist of members representing different functional departments or work units. – Used to overcome functional silos problem. – Used to solve problems with a positive combination of functional expertise and integrative systems thinking.

28. Organizational Behavior: Chapter 1028 Study Question 4: How do teams contribute to the high-performance workplace?  Advantages of virtual teams. – Cost-effectiveness and speed where members are unable to meet easily face-to-face. – Computer power fulfills typical team needs for information processing and decision making. – Communication is possible among people separated by great distances. – Interaction and decision making are focused on facts and objective information rather than emotional considerations. –.–.

29. Organizational Behavior: Chapter 1029 Study Question 4: How do teams contribute to the high-performance workplace?  Disadvantages of virtual teams. – The lack of personal contact between team members. – Group decisions are made in a limited social context.

30. Organizational Behavior: Chapter 1030 Study Question 4: How do teams contribute to the high-performance workplace?

31. Organizational Behavior: Chapter 1031 Study Question 4: How do teams contribute to the high-performance workplace?  Advantages of self-managing teams. – Productivity and quality improvements. – Production flexibility and faster response to technological change. – Reduced absenteeism and turnover. – Improved work attitudes and quality of work life.

32. Organizational Behavior: Chapter 1032 Study Question 4: How do teams contribute to the high-performance workplace?  Disadvantages of self-managing teams. – Structural changes in job classifications and management levels eliminate the need for first-line supervisors. – Managers must learn to deal with teams rather than individuals. – Supervisors who are displaced by self-managing teams may feel threatened.

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