1. Working in Teams Chapter 5 Sunday, April 23, 2017

2. Chapter Outline Teams vs.Groups: What’s the Difference?
Sunday, April 23, 2017
Sunday, April 23, 2017
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 2

3. Teams vs. Groups: What’s the Difference?
Sunday, April 23, 2017
Sunday, April 23, 2017
Teams vs. Groups: What’s the Difference?
Groups
Teams
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada 3

4. Stages of Group Development
Sunday, April 23, 2017
Sunday, April 23, 2017
Stages of Group Development
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada 4

5. Forming A time for defining: task responsibilities goals Structure
Sunday, April 23, 2017
Sunday, April 23, 2017
Forming
A time for defining:
task
responsibilities
goals
Structure
group
Leader? 5

6. Forming – What we Feel excitement Anticipation Pride attachment
Suspicion

7. Storming earned title task and the effects polar positions Separation
Sunday, April 23, 2017
Sunday, April 23, 2017
Storming
earned title
task and the effects
polar positions
Separation
charged and emotional
conflict 7

8. Storming – What we Feel tension Jealousy Fluctuations Concern
Questioning

9. Norming accepting Comfortable manage conflict Competition
Sunday, April 23, 2017
Sunday, April 23, 2017
Norming
accepting
Comfortable
manage conflict
Competition
responsibility 9

10. Norming – What we Feel
Comfort
Relief
optimism
spirit

11. Performing solving problems directing behaviour productivity Goals
Sunday, April 23, 2017
Sunday, April 23, 2017
Performing
solving problems
directing behaviour
productivity
Goals
interdependence 11

12. Performing – What we Feel
Satisfaction
Reflection
Tolerance

13. Adjourning temporary groups wrapping things up Sunday, April 23, 201713

14. Adjourning – What we Feel
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Sunday, April 23, 2017
Adjourning – What we Feel
Varying
upbeat
depressed 14

15. Putting the Five-Stage Model Into Perspective
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Sunday, April 23, 2017
Putting the Five-Stage Model Into Perspective
do not necessarily progress clearly through the stages
n sometimes go back
Conflict
Context can matter 15

16. The Punctuated-Equilibrium Model
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Sunday, April 23, 2017
The Punctuated-Equilibrium Model
First phase
group’s direction.
inertia.
Transition
A transition takes place at the end of the first phase,.
major changes.
Second phase
accelerated activity 16

17. Exhibit 5-2 The Punctuated-Equilibrium Model
Sunday, April 23, 2017
Sunday, April 23, 2017
Exhibit 5-2 The Punctuated-Equilibrium Model
Completion
Transition
First
Meeting
Phase 1
Phase 2
(High)
(Low) A
(A+B)/2
Time B
Performance 17

18. Characteristics of an Effective Team
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Sunday, April 23, 2017
Characteristics of an Effective Team
1. Clear Purpose
2. Informality
3. Participation
4. Listening
5. disagreement
6. Consensus decisions
7. communication
8. Clear rules
9. leadership
10. relations
11. diversity
12. Self-assessment 18

19. Characteristics of Ineffective Teams
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Sunday, April 23, 2017
Characteristics of Ineffective Teams
Not sharing
Overdependence
Failure
conflict
Not resolving
Subgroups 19

20. Common Problems that Teams Experience
Floundering
Overbearing and/or Dominating Members
Reluctant Members
Unquestioned Acceptance of Opinions
Rush to Accomplishment
Attribution
Discounts and Plops
Wanderlust
Feuding Members
(Scholtes)

21. A Model of Team Effectiveness
Sunday, April 23, 2017
Sunday, April 23, 2017
A Model of Team Effectiveness
Team
effectiveness
Work design •
Autonomy
Skill variety
Task identity
Task significance
Process
Common purpose
Specific goals
Team efficacy
Conflict
Social loafing
Composition
Ability
Personality
Roles and diversity
Size
Flexibility
Preference for teamwork
Context
Adequate resources
Leadership
Performance
evaluation
and rewards 21

22. Skills Teams need the following skills to perform effectively:
Sunday, April 23, 2017
Sunday, April 23, 2017
Skills
Teams need the following skills to perform effectively:
Technical expertise
Problem-solving and decision-making skills
Interpersonal skills
Material pertinent to this discussion is found on page 163.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada 22

23. Roles in Groups Task-oriented roles Maintenance roles Individual roles
Sunday, April 23, 2017
Sunday, April 23, 2017
Roles in Groups
Task-oriented 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
Material pertinent to this discussion is found on page 151. 23

24. Roles That Build Task Accomplishment
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Sunday, April 23, 2017
Roles That Build Task Accomplishment
Material pertinent to this illustration is found on page 152. 24

25. Roles That Build and Maintain a Team
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Sunday, April 23, 2017
Roles That Build and Maintain a Team
Material pertinent to this illustration is found on page 152. 25

26. Roles of Team Leaders Creating a real team
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Sunday, April 23, 2017
Roles of Team Leaders
Creating a real team
Setting a clear and meaningful direction
Making sure that the structure will support working effectively
Ensuring that the team has a supportive organizational environment
Providing expert coaching
Material pertinent to this discussion is found on pages 26

27. Creating Effective Teams – Work Design
Sunday, April 23, 2017
Sunday, April 23, 2017
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.”
Material pertinent to this discussion is found on page 168.
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada 27

28. Creating Effective Teams – Process
Sunday, April 23, 2017
Sunday, April 23, 2017
Creating Effective Teams – Process
Common Purpose
Specific Goals
Team Efficacy
Managed Level of Conflict
Accountability
Material pertinent to this discussion is found on pages
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada 28

29. Creating a Team Charter
Sunday, April 23, 2017
Sunday, April 23, 2017
Creating a Team Charter
names and contact information How will communication
team ground rules
decisions
potential conflicts
conflicts resolved
Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada 29

30. Increasing Socio-emotional Cohesiveness
Sunday, April 23, 2017
Sunday, April 23, 2017
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 30

31. Increasing Instrumental Cohesiveness
Sunday, April 23, 2017
Sunday, April 23, 2017
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 31

32. Sunday, April 23, 2017
Sunday, April 23, 2017
Relationship Between Group Cohesiveness, Performance Norms, and Productivity
Cohesiveness
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 32

33. Conducting a Team Meeting
Sunday, April 23, 2017
Sunday, April 23, 2017
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
Material pertinent to this discussion is found on page 169. 33

34. Sunday, April 23, 2017
Sunday, April 23, 2017
What is Trust? 34

35. Sunday, April 23, 2017
Sunday, April 23, 2017
Dimensions of Trust 35

36. Dimensions of Trust Integrity Competence Consistency Loyalty Openness
Sunday, April 23, 2017
Sunday, April 23, 2017
Dimensions of Trust
Integrity
Honesty and truthfulness
Competence
Technical and interpersonal knowledge and skills
Consistency
Reliability, predictability, and good judgment in handling situations
Loyalty
Willingness to protect and save face for a person
Openness
Willingness to share ideas and information freely 36

37. Building Trust working for others’ team player. openness. fair.
Sunday, April 23, 2017
Sunday, April 23, 2017
Building Trust
working for others’
team player.
openness.
fair.
feelings.
consistency
confidence.
competence. 37

38. Sports Teams as Models Poor Models Good Models
Sunday, April 23, 2017
Sunday, April 23, 2017
Sports Teams as Models
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
Poor Models
All sport teams aren’t alike
Work teams are more varied and complex
A lot of employees can’t relate to sports metaphors
Workteam outcomes aren’t easily defined in terms of wins and losses
Material pertinent to this discussion is found on page 164. 38

39. Beware! Teams Aren’t Always the Answer
Sunday, April 23, 2017
Sunday, April 23, 2017
Beware! Teams Aren’t Always the Answer
Questions to determine whether a team fits the situation:
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? 39

40. Summary and Implications
Sunday, April 23, 2017
Sunday, April 23, 2017
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 40

41. Summary and Implications
Sunday, April 23, 2017
Sunday, April 23, 2017
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 41