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JOHN R. SCHERMERHORN, JR.

MANAGEMENT
12 Edition
th

Chapter 17

Teams and Teamwork

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Planning Ahead
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Title 17 Study Questions
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1. How do teams contribute to organizations?

2. What are the current trends in the use of
teams?
3. How do teams work?
4. How do teams make decisions?

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 Chapter
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1. Teams in Organizations
1. Teamwork pros
2. Teamwork cons
3. Meetings, meetings, meetings
4. Organizations as networks of teams

2. Trends in the Use of Teams

1. Committees, project teams, and task forces
2. Cross-functional teams
3. Self-managing teams
4. Virtual teams
5. Team building

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 Chapter
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3. How Teams Work

1. Team inputs
2. Stages of team development
3. Norms and cohesiveness
4. Task and maintenance roles
5. Communication networks

4. Decision Making in Teams

1. Ways teams make decisions
2. Advantages and disadvantages of team decisions
3. Groupthink
4. Creativity in team decision making

©2013 John Wiley & Sons, Inc. All rights reserved. 17-4
 Takeaway
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Organizations

• Team
– A small group of people with complementary
skills who interact and work with one another to
achieve shared goals
• Teamwork
– The process of people actively working together
to accomplish common goals

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 Takeaway
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Organizations

Team and teamwork roles for managers:

– Team leader— serving as the appointed head of a team
or work unit
– Network facilitator — serving as a peer leader and
network hub for a special task force
– Team member — serving as a helpful contributing
member of a project team
– Coach or team developer — serving as a team’s advisor
on ways to improve processes and performance

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 Takeaway
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Organizations

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 Takeaway
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Organizations

Synergy: The creation of a

whole that is greater than
the sum of its individual
parts

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 Takeaway
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Organizations

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 Takeaway
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Organizations

Common problems in teams:

– Personality conflicts
– Individual differences in work styles
– Ambiguous agendas
– Ill-defined problems
– Social loafing
tendency of some people to avoid responsibility by
“free-riding” in groups

©2013 John Wiley & Sons, Inc. All rights reserved. 17-10
 Takeaway
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Organizations

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 Takeaway
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Organizations

Formal groups
– Officially recognized and supported by the
organization
– Specifically created to perform essential tasks
– Managers and leaders serve “linking pin” roles

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 Takeaway
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Organizations

Informal groups
– Not recognized on organization charts
– Not officially created for an organizational purpose
– Emerge as part of the informal structure and from
natural or spontaneous relationships among
people
– Include interest, friendship, and support groups
– Can have positive performance impact
– Can help satisfy social needs

©2013 John Wiley & Sons, Inc. All rights reserved. 17-13
 Takeaway
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Text Use of Teams
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Committees, project teams, and task forces:

– Committees
• People outside their daily job assignments work
together in a small team for a specific purpose
• Task agenda is narrow, focused, and ongoing
– Projects teams or task forces
• People from various parts of an organization work
together on common problems, but on a temporary
basis
• Official tasks are very specific and time defined
• Disbands after task is completed
©2013 John Wiley & Sons, Inc. All rights reserved. 17-14
 Takeaway
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Cross-functional teams
– Members come from different functional units of
an organization
– Teams are created to knock down “walls”
separating departments
– Functional chimneys problem – a lack of
communication across functions

©2013 John Wiley & Sons, Inc. All rights reserved. 17-15
 Takeaway
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Self-managing teams
– Have the authority to make decisions about how
they share and complete their work
– Key feature is multitasking with an emphasis on
participation

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 Takeaway
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Characteristics of self-managing teams:

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Figure 17.1 Organizational and management
implications of self-managing work teams

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 Takeaway
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Virtual (distributed) teams

– Teams of people who work together and
solve problems through largely computer-
mediated rather than face-to-face
interactions

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 Takeaway
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Text Use of Teams
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 Takeaway
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Here

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 Takeaway
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Text Use of Teams
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Team Building
– Activities that analyze teams and make
changes to improve performance
– May include meetings, games and outdoor
activities

©2013 John Wiley & Sons, Inc. All rights reserved. 17-22
 Takeaway
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Text Use of Teams
Here

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 Takeaway
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Title How Teams
Here Work

Effective Teams
– Perform tasks
– Satisfy members
– Remain viable for the future

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Figure 17.2 An open-systems model of team
effectiveness

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 Takeaway
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Title How Teams
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Team effectiveness may be summarized as

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 Takeaway
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Title How Teams
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Team diversity:
– A variety of values, personalities, experiences,
demographics, and cultures among members
– Greater variety of available ideas, perspectives,
and experiences
– As team diversity increases, complexity of
interpersonal relationships also increases

©2013 John Wiley & Sons, Inc. All rights reserved. 17-27
 Takeaway
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Title How Teams
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Team input factors that influence group process

in the pursuit of team effectiveness:
– Resources and setting
– Nature of the task
– Team size
– Membership characteristics

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 Takeaway
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Title How Teams
Here Work

Stages of team development:

– Forming
• initial orientation and interpersonal testing
– Storming
• conflict over tasks and ways of working as a team
– Norming
• consolidation around task and operating agendas
– Performing
• teamwork and focused task performance
– Adjourning
• task accomplishment and eventual disengagement

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Figure 17.3 Criteria for assessing the maturity of a team

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 Takeaway
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Title How Teams
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• Norms
– Behavior expected of team members
– Rules or standards that guide behavior
– May result in team sanctions
• Cohesiveness
– Degree that members are attracted to and
motivated to remain part of the team
– Desire to conform to norms

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 Takeaway
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Title How Teams
Here Work

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Figure 17.4 How cohesiveness and norms influence team
performance

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 Takeaway
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Title How Teams
Here Work

Guidelines for increasing team cohesion:

– Build agreement on team goals
– Increase membership homogeneity
– Increase interaction among members
– Decrease team size
– Introduce competition with other teams
– Reward team rather than individual results
– Provide physical isolation from other teams

©2013 John Wiley & Sons, Inc. All rights reserved. 17-34
 Takeaway
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Title How Teams
Here Work

Task activities
– Actions by team members that contribute
directly to team’s performance purpose
– Include:
• Initiating
• Information sharing
• Summarizing
• Elaborating
• Opinion giving

©2013 John Wiley & Sons, Inc. All rights reserved. 17-35
 Takeaway
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Title How Teams
Here Work

Maintenance activities
– Support emotional life of a team as an ongoing
social system
– Include:
• Gatekeeping
• Encouraging
• Following
• Harmonizing
• Reducing tension

©2013 John Wiley & Sons, Inc. All rights reserved. 17-36
 Takeaway
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Title How Teams
Here Work

Distributed leadership roles …

– Make every member responsible for recognizing when
task and/or maintenance activities are needed and taking
actions to provide them
– Leading through task activities focuses on solving
problems and achieving performance results
– Leading through maintenance activities helps strengthen
and perpetuate the team as a social system

©2013 John Wiley & Sons, Inc. All rights reserved. 17-37
 Place Slide Title Text Here
17.5 Distributed leadership helps teams meet task and
maintenance needs

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 Takeaway
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Title How Teams
Here Work

Disruptive activities that detract from team

effectiveness:
– Being aggressive
– Blocking
– Self-confessing
– Seeking sympathy
– Competing
– Withdrawal
– Horsing around
– Seeking recognition

©2013 John Wiley & Sons, Inc. All rights reserved. 17-39
 Takeaway
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Title How Teams
Here Work

Communication networks
– Decentralized
• All members communicate directly with one another
– Centralized
• Activities are coordinated and results pooled by
central point of control
– Restricted
• Polarized subgroups contest one another
• Subgroups may engage in antagonistic relations

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 Place Slide Title Text Here
Figure 17.6 Interaction patterns and communication networks in
teams

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 Takeaway
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Slide Title TextMaking
Here in Teams

Methods of team decision making:

– Lack of response
– Authority rule
– Minority rule
– Majority rule
– Consensus
– Unanimity

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 Takeaway
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Slide Title TextMaking
Here in Teams

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 Takeaway
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Here in Teams

Symptoms of groupthink:
– Illusions of group invulnerability
– Rationalizing unpleasant and disconfirming data
– Belief in inherent group morality
– Negative stereotypes of competitors
– Pressure to conform
– Self-censorship of members
– Illusions of unanimity
– Mind guarding

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 Takeaway
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Slide Title TextMaking
Here in Teams

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 Takeaway
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Here in Teams

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 Takeaway
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Creativity in team decision making

– Brainstorming
• Open and spontaneous discussion of problems and ideas
• Guidelines
– Go for quantity of ideas
– Don’t criticize each other
– Welcome “freewheeling”
– Build on the ideas of others
– Nominal Group technique
• Meeting agenda structured to allow participation of all group
members
• Individual contributions are brought to the group for discussion

©2013 John Wiley & Sons, Inc. All rights reserved. 17-47