1. Working in Teams Chapter 5
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

2. Chapter Outline Teams vs.Groups: What’s the Difference?
Why Have Teams Become So Popular?
Stages of Group and Team Development
Creating Effective Teams
Twenty-First Century Teamwork: Virtual Teams
Beware! Teams Aren’t Always the Answer
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

3. Groups and Teamwork What are teams and groups?
Does everyone use teams?
Do groups and teams go through stages while they work?
How do we create effective teams?
How do virtual teams work?
Are teams always the answer?
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

4. Teams vs. Groups: What’s the Difference?
Two or more people with a common relationship.
Teams
A small number of people who work closely together toward a common objective and are accountable to one another.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

5. Why Have Teams Become So Popular?
A Conference Board of Canada report found that more than 80 of it 109 respondents used teams.
In the U.S.:
80 percent of Fortune 500 companies have half or more of their employees on teams
68 percent of small U.S. manufacturers use teams in their production area.
The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

6. Exhibit 5-1 Stages of Group Development
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

7. Stages of Group and Team Development
Stage I: Forming
Characterized by much uncertainty
Stage II: Storming
Characterized by intragroup conflict
Stage III: Norming
Characterized by close relationships and cohesiveness
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

8. Stages of Group Development
Stage IV: Performing
The stage when the group is fully functional
Stage V: Adjourning
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

9. Putting the Five-Stage Model Into Perspective
Groups do not necessarily progress clearly through the stages one at a time.
Groups can sometimes go back to an earlier stage.
Conflict can sometimes be helpful to the group.
Context can matter: airline pilots can immediately reach performing stage.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

10. The Punctuated-Equilibrium Model
Phase 1
The first meeting sets the group’s direction.
The first phase of group activity is one of inertia.
Transition
A transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time.
The transition initiates major changes.
Phase 2
A second phase of inertia follows the transition.
Last meeting is characterized by markedly accelerated activity.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

11. Exhibit 5-2 The Punctuated-Equilibrium Model
Completion
Transition
First
Meeting
Phase 1
Phase 2
(High)
(Low) A
(A+B)/2
Time B
Performance
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

12. Exhibit 5-3 Characteristics of an Effective Team
Clear purpose
Informality
Participation
Listening
Civilized disagreement
Consensus decisions
Open communication
Clear rules and work assignments
Shared leadership
External relations
Style diversity
Self-assessment
Source: G. M. Parker, Team Players and Teamwork: The New Competitive Business Strategy (San Francisco: Jossey-Bass, 1990), Table 2, p. 33. Copyright © 1990 by Jossey-Bass Inc., Publishers. Reprinted by permission of John Wiley & Sons, Inc.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

13. Exhibit 5-4 A Model of Team Effectiveness
Context
Composition
• Adequate resources • S
kills
• Leadership and structure
• Personality
• Climate of trust
• Roles
• Performance evaluation
• Diversity
and rewards •
Size
• Member flexibility
• Member preference for
teamwork
Team
effectiveness
Work design
Process
• Autonomy
• Common purpose •
Skill variety •
Specific goals •
Task identity •
Team efficacy •
Task significance
• Managed level of conflict
• Accountability
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

14. Creating Effective Teams – Context
Adequate Resources
Leadership and Structure
Climate of Trust
Performance Evaluation and Rewards
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

15. Creating Effective Teams – Composition
Skills
Personality
Roles
Diversity
Size
Member Flexibility
Members’ Preference for Teamwork
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

16. Skills Teams need the following skills to perform effectively:
Technical expertise
Problem-solving and decision-making skills
Interpersonal skills
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

17. Roles Task-oriented roles Maintenance roles Individual roles
Roles performed by group members to ensure that the tasks of the group are accomplished.
Maintenance roles
Roles performed by group members to maintain good relations within the group.
Individual roles
Roles performed by group members that are not productive for keeping the group on task.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

18. Exhibit 5-5 Roles That Build Task Accomplishment
Source: “Team Processes,” in Managing for the Future, ed. D. Ancona, T. Kochan, M. Scully, J. Van Maanen, and D. E. Westney (Cincinnati, OH: South-Western College Publishing, 1996), p. 9.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

19. Exhibit 5-5 Roles That Build and Maintain a Team
Source: “Team Processes,” in Managing for the Future, ed. D. Ancona, T. Kochan, M. Scully, J. Van Maanen, and D. E. Westney (Cincinnati, OH: South-Western College Publishing, 1996), p. 9.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

20. Diversity Impact of diverse groups
Diversity in personality, age, gender, and experience promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making.
Cultural diversity in groups initially leads to more difficulty in building cohesion, gaining satisfaction, being productive.
Problems pass with time (certainly by three months).
Culturally diverse groups bring more viewpoints out.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

21. Exhibit 5-6 Advantages and Disadvantages of Diversity
Multiple perspectives
Greater openness to new ideas
Multiple interpretations
Increased creativity
Increased flexibility
Increased problem-solving skills
Disadvantages
Ambiguity
Complexity
Confusion
Miscommunication
Difficulty in reaching a single agreement
Difficulty in agreeing on specific actions
Source: Adapted from N. J. Adler, International Dimensions of Organizational Behavior, 4th ed., p Copyright © By permission of South-Western College Publishing, a division of International Thomson Publishing, Cincinnati, OH
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

22. Group Size Research shows that: Social Loafing
Smaller groups are faster at completing tasks.
When problem solving, larger groups do better.
Social Loafing
The tendency for individuals to expend less effort when working collectively than when working individually.
To reduce social loafing, teams should not be larger than necessary, and individuals should be held accountable for their actions.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

23. Team Member Attributes
Member Flexibility
The ability of team members to complete each others’ tasks.
Members’ Preference for Teamwork
Team members who would prefer to work on their own threaten the team’s morale.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

24. Creating Effective Teams – Work Design
Effective teams need to work together and take collective responsibility to complete significant tasks. They must be more than a “team-in-name-only.”
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

25. Creating Effective Teams – Process
Common Purpose
Specific Goals
Team Efficacy
Managed Level of Conflict
Accountability
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

26. Creating a Team Charter
What are team members’ names and contact information (e.g., phone, )?
How will communication among team members take place (e.g., phone, )?
What will the team ground rules be (e.g., where and when to meet, attendance expectations, workload expectations)?
How will decisions be made (e.g., consensus, majority vote, leader rules)?
What potential conflicts may arise in the team? Among team members?
How will conflicts be resolved by the group?
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

27. Increasing Socio-emotional Cohesiveness
Keep the group relatively small.
Strive for a favourable public image to increase the status and prestige of belonging.
Encourage interaction and cooperation.
Emphasize members’ common characteristics and interests.
Point out environmental threats (e.g., competitors’ achievements) to rally the group.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

28. Increasing Instrumental Cohesiveness
Regularly update and clarify the group’s goal(s).
Give every group member a vital “piece of the action.”
Channel each group member’s special talents toward the common goal(s).
Recognize and equitably reinforce every member’s contributions.
Frequently remind group members they need each other to get the job done.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

29. Exhibit 5-7 Relationship Between Group Cohesiveness, Performance Norms, and Productivity
High
Low
High
Moderate
High
productivity
productivity
Performance Norms
Low
Moderate to
Low
productivity
low productivity
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

30. Virtual Teams Virtual Teams
Use computer technology to tie together physically dispersed members in order to achieve a common goal.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

31. Managing Virtual Teams
Establish regular times for group interaction.
Set up firm rules for communication.
Use visual forms of communication where possible.
Copy the good points of on-site teams. For example, allow time for informal chitchat and socializing, and celebrate achievements.
Give and receive feedback and offer assistance on a regular basis. Be persistent with people who are not communicating with you or each other.
Agree on standard technology so all team members can work together easily.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

32. Managing Virtual Teams
Consider using 360-degree feedback to better understand and evaluate team members. This type of feedback comes from the full circle of daily contacts that an employee might have, including supervisors, peers, subordinates, and clients.
Provide a virtual workspace via an intranet, website, or bulletin board.
Note which employees effectively use to build team rapport.
Smooth the way for the next assignment if membership on the team, or the team itself, is not permanent.
Be available to employees, but don’t wait for them to seek you out.
Encourage informal, off-line conversation between team members.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

33. Exhibit 5-8 An Illustration of Virtual Workspace
Source: Reprinted by permission of Shell Chemical LP.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

34. Beware! Teams Aren’t Always the Answer
Teams work best when the answer is yes:
Can the work be done better by more than one person?
Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals?
Are members of the group interdependent?
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

35. Summary and Implications
What are teams and groups?
Groups are simply the sum of individual efforts. Teams generate positive synergy through coordinated efforts.
Does everyone use teams?
Teams have become an essential part of the way business is being done, with a large majority of companies now using them.
Do groups and teams go through stages while they work?
Two different models were presented:
The five stage model: forming, storming, norming, performing, and adjourning
The punctuated-equilibrium model: describes the pattern of development of specific to temporary groups with deadlines
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

36. Summary and Implications
How do we create effective teams?
For teams to be effective, careful consideration must be given to resources, the team’s composition, work design, and process variables
How do virtual teams work?
Virtual teams function much as face-to-face teams, but have more challenges. Virtual team members need to communicate more about themselves at the start of projects.
Are teams always the answer?
Ask
Can the work be done better by more than one person?
Does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals?
Are the members of the group interdependent?
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

37. OB at Work
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

38. For Review 1. How can teams increase employee motivation?
2. Describe the five-stage model of group development.
3. Describe the punctuated-equilibrium model of group development.
4. What are the characteristics of an effective team?
5. How can team members harm their team?
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

39. For Review
6. What is the difference between task-oriented roles and maintenance roles?
7. What are the effects of team size on performance?
8. How can a team minimize social loafing?
9. Contrast virtual and face-to-face teams.
10. What conditions favour creating a team, rather than letting an individual perform a given task?
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

40. For Critical Thinking
1. How could you use the punctuated-equilibrium model to better understand team behaviour?
2. Have you experienced social loafing as a team member? What did you do to prevent this problem?
3. Would you prefer to work alone or as part of a team? Why? How do you think your answer compares with that of others in your class?
4. What effect, if any, do you think workforce diversity has on a team’s performance and satisfaction?
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

41. Sports Teams as Models Poor Models Good Models
All sport teams aren’t alike.
Work teams are more varied and complex.
A lot of employees can’t relate to sports metaphors.
Work team outcomes aren’t easily defined in terms of wins and losses.
Good Models
Successful teams integrate
cooperation and competition.
Successful teams score early wins.
Successful teams avoid losing streaks.
Practice makes perfect.
Successful teams use halftime breaks.
Winning teams have a stable membership.
Successful teams debrief after failures and successes.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

42. Breakout Group Exercises
Form small groups to discuss the following topics.
1. One of the members of your team continually arrives late for meetings and does not turn drafts of assignments in on time. In general this group member is engaging in social loafing. What can the members of your group do to reduce social loafing?
2. Consider a team with which you’ve worked. Was there more emphasis on task-oriented or maintenance-oriented roles? What impact did this have on the group’s performance?
3. Identify 4 or 5 norms that a team could put into place near the beginning of its life that might help the team function better over time.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

43. Paper Tower Exercise
Step 1 (10 minutes): Each group will receive 20 index cards, 12 paper clips, and 2 marking pens (1 red, 1 green). Using these materials you will build a paper tower that will be judged on: height, stability, and beauty. Plan your construction. No building allowed during this step.
Step 2 (15 minutes): Construct the tower. Be sure to put your group number somewhere on the tower.
Step 3 (5 minutes): Towers will be delivered to the front of the room, where they will be judged by the class.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

44. Paper Tower Questions
Step 4: In small groups, discuss the following questions:
What percent of the plan did each member of group contribute, on average?
Did your group have a leader? Why or why not?
How did the group respond to ideas during the planning stage?
To what extent did you follow the five-step model of group development?
List helpful behaviours. Explain.
List dysfunctional behaviours. Explain.
Source: This exercise is based on The Paper Tower Exercise: Experiencing Leadership and Group Dynamics, by Phillip L. Hunsaker and Johanna S. Hunsaker, unpublished manuscript. A brief description is included in “Exchange,” The Organizational Behavior Teaching Journal 4, no. 2 (1979), p. 49. Reprinted by permission of the authors. The materials list was suggested by Professor Sally Maitlis, Sauder School of Business, University of British Columbia.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

45. Conducting a Team Meeting
12 steps to more efficient and effective meetings:
Prepare a meeting agenda.
Distribute the agenda in advance.
Consult with participants before the meeting.
Get participants to go over the agenda.
Establish specific time parameters.
Maintain focused discussion.
Encourage and support participation of all members.
Maintain a balanced style.
Encourage the clash of ideas.
Discourage the clash of personalities.
Be an effective listener.
Bring proper closure.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada