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Ch 14 Outline

1. The Contributions of Teams

2. The New Team Environment

3. How Groups Become Teams

4. Building Effective Teams

5. Managing Lateral Relationships

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The Contributions of Teams

• Well-managed teams are powerful forces that can deliver all desired results– Teams can increase productivity, improve quality,

and reduce costs– Teams can enhance speed and be powerful forces for

innovation and change– Teams can be useful learning mechanisms– Team members can provide one another with

feedback, identify opportunities for growth and development, train, coach, and mentor

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The New Team Environment

• A working group is a collection of people who work in the same area

• A team is formed of people with complementary skills who trust one another and are committed to a common purpose, common performance goals, and a common approach for which they hold themselves mutually accountable.

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Types of Teams

• Functional Teams – a type of work team composed of a manager or team leader from a particular functional area (e.g. accounting, marketing, assembly etc.)

• Cross-Functional Teams – a type of work team made of of individuals with various types of expertise drawn from across functional areas (e.g. one accountant, one marketer, one legal expert, etc.)

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Types of Teams

• Work teams make or do things such as manufacture, assemble, sell, or provide service

• Project and development teams work on long-term projects but disband once the work is completed

• Parallel teams operate separately from the regular work structure of the firm on a temporary basis

• Management teams coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits

• Transnational teams are work teams composed of multinational members whose activities span multiple countries

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Self Managed Teams

• Self-managed teams are autonomous work groups in which workers ware trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors

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Self Managed Teams

Self-designing teams – sometimes used to describe a type of self-managed team that also designs its task or job

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Self Managed Teams

• Traditional Work Groups have no managerial responsibilities

• Quality circles are voluntary groups of people drawn from various production teams who make suggestions about quality

• Semiautonomous work groups make decisions about managing and carrying out major production activities

• Autonomous work groups control decisions about and execution of a complete range of tasks

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How Groups Become Real Teams

• Groups become true teams via– Basic group

activities– Passage of time– Team development

activities

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Five Stages of Group Development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning (if appropriate)

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Why Groups Sometimes Fail

• Failure lies in not knowing and doing what makes teams successful– Team is often just a word used by

management to describe merely putting people into groups

– Teams sometimes are launched with little or no training or support system

– Teams are not truly empowered

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Building Effective Teams

• Team effectiveness is defined by three criteria– Productive output of the team meets or

exceeds the standards of quantity and quality

– Team members realize satisfaction of their personal needs

– Team members remain committed to working together again

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Motivating Teamwork

• When working in a group individuals may display one of the following characteristics– Social loafing occurs when individuals work less hard

and are less productive in a group– Social facilitation effect occurs when individuals

work harder when in a group than when working alone– Groupthink occurs when group members avoid

disagreement as they strive for consensus

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Motivating Teamwork

• To motivate individual members of the team it helps if:– Group members are held accountable

– Rewards are tied to team performance

– The team’s task is motivating

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Building Effective Teams: Cohesivness

• Text – The degree to which a group is attractive to its members, members are motivated to remain in the group and members influence one another

• Other Texts – The degree to which members value being a part of the group and are committed to achieving the groups goals (must be both)

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Building Effective Teams: Norms and Roles

• Norms are shared beliefs about how people should think and behave

• Roles are different sets of expectations for how different individuals should behave– Task specialist is an individual who has more

advanced job-related skills and abilities than other group members

– Team maintenance specialist is an individual who develops and maintains team harmony

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