Place Slide Title Text Here

JOHN R. SCHERMERHORN, JR.

MANAGEMENT
12 Edition
th

Chapter 17

Teams and
Teamwork
©2013 John Wiley & Sons, Inc. All rights reserved. 17-1
Planning Ahead
Place Slide Title — Chapter
Text Here 17 Study Questions

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?

©2013 John Wiley & Sons, Inc. All rights reserved. 17-2
 Chapter
Place Slide Title 17 Learning
Text Here Dashboard

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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-3
 Chapter
Place Slide Title 17 Learning
Text Here Dashboard

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
PlaceTakeaway
Slide Title 1: Teams
Text Herein 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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-5
PlaceTakeaway
Slide Title 1: Teams
Text Herein 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 an 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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-6
PlaceTakeaway
Slide Title 1: Teams
Text Herein Organizations

©2013 John Wiley & Sons, Inc. All rights reserved. 17-7
PlaceTakeaway
Slide Title 1: Teams
Text Herein Organizations

Synergy
– The creation of a whole that is greater than the
sum of its individual parts
– A team uses its membership resources to the
fullest and thereby achieves through collective
action far more than could be achieved otherwise

©2013 John Wiley & Sons, Inc. All rights reserved. 17-8
PlaceTakeaway
Slide Title 1: Teams
Text Herein Organizations

©2013 John Wiley & Sons, Inc. All rights reserved. 17-9
PlaceTakeaway
Slide Title 1: Teams
Text Herein 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
– [Link]
nQ

©2013 John Wiley & Sons, Inc. All rights reserved. 17-10
PlaceTakeaway
Slide Title 1: Teams
Text Herein Organizations

©2013 John Wiley & Sons, Inc. All rights reserved. 17-11
PlaceTakeaway
Slide Title 1: Teams
Text Herein Organizations

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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-12
PlaceTakeaway
Slide Title 1: Teams
Text Herein 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
Place 2: Text
Slide Title Trends in the Use of Teams
Here

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
Place 2: Text
Slide Title Trends in the Use of Teams
Here

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
Place 2: Text
Slide Title Trends in the Use of Teams
Here

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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-16
 Takeaway
Place 2: Text
Slide Title Trends in the Use of Teams
Here

Characteristics of self-managing teams:

©2013 John Wiley & Sons, Inc. All rights reserved. 17-17
Place Slide Title Text Here
Figure 17.1 Organizational and management implications of
self-managing work teams

©2013 John Wiley & Sons, Inc. All rights reserved. 17-18
 Takeaway
Place 2: Text
Slide Title Trends in the Use of Teams
Here

Virtual (distributed) teams

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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-19
 Takeaway
Place 2: Text
Slide Title Trends in the Use of Teams
Here

Potential advantages Potential problems of

of virtual teams: virtual teams:
• Savings in time and • Difficulty in
travel expenses establishing good
• Minimization or working relationships
elimination of • Depersonalization of
interpersonal working relationships
difficulties
• Ease of expansion

©2013 John Wiley & Sons, Inc. All rights reserved. 17-20
 Takeaway
Place 2: Text
Slide Title Trends in the Use of Teams
Here

Guidelines for managing virtual teams:

• Select team members high in initiative and capable of self-

starting.
• Select members who will join and engage the team with
positive attitudes.
• Select members known for working hard to meet team goals.
• Begin with social messaging that allows members to exchange
information
• about each other to personalize the process.
• Assign clear goals and roles so that members can focus while
working alone and also know what others are doing.

©2013 John Wiley & Sons, Inc. All rights reserved. 17-21
 Takeaway
Place 2: Text
Slide Title Trends in the Use of Teams
Here

Team Building
– Activities that analyze teams and make
changes to improve performance
– May include meetings, games and outdoor
activities
– [Link]
9qK6ZQ

©2013 John Wiley & Sons, Inc. All rights reserved. 17-22
 Takeaway
Place 2: Text
Slide Title Trends in the Use of Teams
Here

©2013 John Wiley & Sons, Inc. All rights reserved. 17-23
 Takeaway
Place Slide 3: Here
Title Text How Teams Work

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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-24
Place Slide Title Text Here
Figure 17.2 An open-systems model of team effectiveness

©2013 John Wiley & Sons, Inc. All rights reserved. 17-25
 Takeaway
Place Slide 3: Here
Title Text How Teams Work

Team effectiveness may be summarized as

Process
Quality of gains – Team
inputs Process effectiveness
losses

©2013 John Wiley & Sons, Inc. All rights reserved. 17-26
 Takeaway
Place Slide 3: Here
Title Text How Teams Work

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
Place Slide 3: Here
Title Text How Teams Work

Team input factors that influence group process

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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-28
 Takeaway
Place Slide 3: Here
Title Text How Teams 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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-29
Place Slide Title Text Here
Figure 17.3 Criteria for assessing the maturity of a team

©2013 John Wiley & Sons, Inc. All rights reserved. 17-30
 Takeaway
Place Slide 3: Here
Title Text How Teams Work

• 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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-31
 Takeaway
Place Slide 3: Here
Title Text How Teams Work

Guidelines for building positive norms:

• Act as a positive role model

• Reinforce the desired behaviors with rewards
• Control results by performance reviews and regular feedback
• Orient and train new members to adopt desired behaviors
• Recruit and select new members who exhibit desired
behaviors
• Hold regular meetings to discuss progress and ways of
improving
• Use team decision-making methods to reach agreement

©2013 John Wiley & Sons, Inc. All rights reserved. 17-32
Place Slide Title Text Here
Figure 17.4 How cohesiveness and norms influence team
performance

©2013 John Wiley & Sons, Inc. All rights reserved. 17-33
 Takeaway
Place Slide 3: Here
Title Text How Teams 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
Place Slide 3: Here
Title Text How Teams 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
Place Slide 3: Here
Title Text How Teams 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
Place Slide 3: Here
Title Text How Teams 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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-38
 Takeaway
Place Slide 3: Here
Title Text How Teams 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
Place Slide 3: Here
Title Text How Teams 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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-40
Place Slide Title Text Here
Figure 17.6 Interaction patterns and communication
networks in teams

©2013 John Wiley & Sons, Inc. All rights reserved. 17-41
 Takeaway
Place 4:Text
Slide Title Decision
Here Making in Teams

Methods of team decision making:

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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-42
 Takeaway
Place 4:Text
Slide Title Decision
Here Making in Teams

Advantages of team decision Disadvantages of team

making: decision making:
• Greater amounts of • Social pressure to conform
information, knowledge, • Individual or minority
and expertise group domination
• Expands number of action • Time requirements
alternatives considered
• Increases understanding
and acceptance
• Increases commitment to
follow through

©2013 John Wiley & Sons, Inc. All rights reserved. 17-43
 Takeaway
Place 4:Text
Slide Title Decision
Here Making 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

©2013 John Wiley & Sons, Inc. All rights reserved. 17-44
 Takeaway
Place 4:Text
Slide Title Decision
Here Making in Teams

©2013 John Wiley & Sons, Inc. All rights reserved. 17-45
 Takeaway
Place 4:Text
Slide Title Decision
Here Making in Teams

©2013 John Wiley & Sons, Inc. All rights reserved. 17-46
 Takeaway
Place 4:Text
Slide Title Decision
Here Making in Teams

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
Place Slide TitleEssay (week 13)
Text Here

• Marcos Martinez has just been appointed

manager of a production team operating the 11
PM to 7 AM shift in a large manufacturing firm.
An experienced manager, Marcos is pleased that
the team members really like and get along well
with one another, but they also appear to be
restricting their task outputs to the minimum
acceptable levels. What could Marcos do to
improve things in this situation, and why should
he do them?
©2013 John Wiley & Sons, Inc. All rights reserved. 17-48