chapter 11 management (10 th edition) by robbins and coulter

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall11–1

Managing Managing TeamsTeams

ChapterChapter

1111

Management Stephen P. Robbins Mary Coulter

tenth edition


Learning OutcomesLearning OutcomesFollow this Learning Outline as you read and study Follow this Learning Outline as you read and study this chapter.this chapter.

11.1 Groups and Group Development11.1 Groups and Group Development• Define the different types of groups.Define the different types of groups.• Describe the five stages of group development.Describe the five stages of group development.

11.2 Work Group Performance and Satisfaction11.2 Work Group Performance and Satisfaction• List the major components that determine group performance List the major components that determine group performance

and satisfaction.and satisfaction.• Describe how external conditions and group member resources Describe how external conditions and group member resources

affect group performance and satisfaction.affect group performance and satisfaction.• Discuss how group structure influences group performance and Discuss how group structure influences group performance and

satisfaction.satisfaction.• Describe how group processes and group tasks influence group Describe how group processes and group tasks influence group

performance and satisfaction.performance and satisfaction.


Learning OutcomesLearning Outcomes11.3 Turning Groups Into Effective Teams11.3 Turning Groups Into Effective Teams

• Compare groups and teams.Compare groups and teams.

• Describe the four most common types of teams.Describe the four most common types of teams.

• List the characteristics of effective teams.List the characteristics of effective teams.

11.4 Current Challenges In Managing Teams11.4 Current Challenges In Managing Teams• Discuss the challenges of managing global teamsDiscuss the challenges of managing global teams

• Explain the role of informal (social) networks in Explain the role of informal (social) networks in managing teamsmanaging teams


Groups and Group Development Groups and Group Development • GroupGroup

Two or more interacting and interdependent Two or more interacting and interdependent individuals who come together to achieve specific individuals who come together to achieve specific goals.goals.

Formal groupsFormal groups Work groups defined by the organization’s structure that have Work groups defined by the organization’s structure that have

designated work assignments and tasks.designated work assignments and tasks.– Appropriate behaviors are defined by and directed toward Appropriate behaviors are defined by and directed toward

organizational goals.organizational goals.

Informal groupsInformal groups Groups that are independently formed to meet the social Groups that are independently formed to meet the social

needs of their members.needs of their members.


Exhibit 11–1Exhibit 11–1 Examples of Formal GroupsExamples of Formal Groups

• Command GroupsCommand Groups

Groups that are determined by the organization chart Groups that are determined by the organization chart and composed of individuals who report directly to a and composed of individuals who report directly to a given manager.given manager.

• Task GroupsTask Groups

Groups composed of individuals brought together to Groups composed of individuals brought together to complete a specific job task; their existence is often complete a specific job task; their existence is often temporary because once the task is completed, the temporary because once the task is completed, the group disbands. group disbands.


Exhibit 11–1Exhibit 11–1 Examples of Formal Groups Examples of Formal Groups (cont’d)(cont’d)

• Cross-Functional TeamsCross-Functional Teams

Groups that bring together the knowledge and skills of Groups that bring together the knowledge and skills of individuals from various work areas or groups whose individuals from various work areas or groups whose members have been trained to do each others’ jobs.members have been trained to do each others’ jobs.

• Self-Managed TeamsSelf-Managed Teams

Groups that are essentially independent and in Groups that are essentially independent and in addition to their own tasks, take on traditional addition to their own tasks, take on traditional responsibilities such as hiring, planning and responsibilities such as hiring, planning and scheduling, and performance evaluations.scheduling, and performance evaluations.


Stages in Group DevelopmentStages in Group Development• FormingForming

Members join and begin the Members join and begin the process of defining the process of defining the group’s purpose, structure, group’s purpose, structure, and leadership.and leadership.

• StormingStorming Intragroup conflict occurs as Intragroup conflict occurs as

individuals resist control by individuals resist control by the group and disagree over the group and disagree over leadership.leadership.

• NormingNorming Close relationships develop Close relationships develop

as the group becomes as the group becomes cohesive and establishes its cohesive and establishes its norms for acceptable norms for acceptable behavior.behavior.

• PerformingPerforming A fully functional group A fully functional group

structure allows the group to structure allows the group to focus on performing the task focus on performing the task at hand.at hand.

• AdjourningAdjourning The group prepares to The group prepares to

disband and is no longer disband and is no longer concerned with high levels concerned with high levels of performance.of performance.


Exhibit 11–2Exhibit 11–2 Stages of Group Stages of Group DevelopmentDevelopment


Exhibit 11–3Exhibit 11–3 Group Performance Group Performance Satisfaction ModelSatisfaction Model


External Conditions Imposed on External Conditions Imposed on the Groupthe Group

Organization’s strategyOrganization’s strategy

Authority relationshipsAuthority relationships

Formal regulationsFormal regulations

Available organizational resourcesAvailable organizational resources

Employee selection criteriaEmployee selection criteria

Performance management (appraisal) systemPerformance management (appraisal) system

Organizational cultureOrganizational culture

General physical layout of work spaceGeneral physical layout of work space


Group Member ResourcesGroup Member Resources

• Knowledge Knowledge

• Skills Skills Interpersonal skills such as conflict management and resolution, Interpersonal skills such as conflict management and resolution,

collaborative problem solving, and communication determine collaborative problem solving, and communication determine how effectively members perform in a grouphow effectively members perform in a group

• Abilities Abilities Determine what members can do Determine what members can do

• Personality traits Personality traits Positive traits tend to be positively related to group productivity Positive traits tend to be positively related to group productivity

and moraleand morale


Group StructureGroup Structure• RoleRole

The set of expected behavior patterns attributed to The set of expected behavior patterns attributed to someone who occupies a given position in a social someone who occupies a given position in a social unit that assists the group in task accomplishment or unit that assists the group in task accomplishment or maintaining group member satisfaction.maintaining group member satisfaction.

Role conflict: experiencing differing role expectationsRole conflict: experiencing differing role expectations

Role ambiguity: uncertainty about role expectationsRole ambiguity: uncertainty about role expectations


Group Structure (cont’d)Group Structure (cont’d)• NormsNorms

Acceptable standards or expectations that are shared Acceptable standards or expectations that are shared by the group’s members.by the group’s members.

• Common types of normsCommon types of norms Effort and performanceEffort and performance

Output levels, absenteeism, promptness, socializingOutput levels, absenteeism, promptness, socializing

DressDress

LoyaltyLoyalty


Group Structure (cont’d)Group Structure (cont’d)• ConformityConformity

Individuals conform in order to be accepted by Individuals conform in order to be accepted by groups.groups.

Group pressures can have an effect on an individual Group pressures can have an effect on an individual member’s judgment and attitudes.member’s judgment and attitudes.

The effect of conformity is not as strong as it once The effect of conformity is not as strong as it once was, although still a powerful force.was, although still a powerful force.

GroupthinkGroupthink The extensive pressure of others in a strongly cohesive or The extensive pressure of others in a strongly cohesive or

threatened group that causes individual members to change threatened group that causes individual members to change their opinions to conform to that of the group.their opinions to conform to that of the group.


Exhibit 11–4Exhibit 11–4 Examples of Cards Used in Examples of Cards Used in the Asch the Asch Study Study


Group Structure (cont’d)Group Structure (cont’d)• Status SystemStatus System

The formal or informal prestige grading, position, or The formal or informal prestige grading, position, or ranking system for members of a group that serves as ranking system for members of a group that serves as recognition for individual contributions to the group recognition for individual contributions to the group and as a behavioral motivator.and as a behavioral motivator. Formal status systems are effective when the perceived Formal status systems are effective when the perceived

ranking of an individual and the status symbols accorded that ranking of an individual and the status symbols accorded that individual are congruent.individual are congruent.


Group Structure: Group SizeGroup Structure: Group Size• Small groupsSmall groups

Complete tasks faster Complete tasks faster than larger groups.than larger groups.

Make more effective use Make more effective use of facts.of facts.

• Large groupsLarge groups Solve problems better Solve problems better

than small groups.than small groups. Are good for getting Are good for getting

diverse input.diverse input. Are more effective in fact-Are more effective in fact-

finding.finding.

• Social LoafingSocial Loafing The tendency for The tendency for

individuals to expend less individuals to expend less effort when working effort when working collectively than when collectively than when working individually.working individually.


Group Structure (cont’d)Group Structure (cont’d)• Group CohesivenessGroup Cohesiveness

The degree to which members are attracted to a The degree to which members are attracted to a group and share the group’s goals.group and share the group’s goals. Highly cohesive groups are more effective and productive Highly cohesive groups are more effective and productive

than less cohesive groups when their goals aligned with than less cohesive groups when their goals aligned with organizational goals.organizational goals.


Exhibit 11–5Exhibit 11–5 The Relationship Between The Relationship Between Cohesiveness Cohesiveness and Productivity and Productivity


Group Processes: Group Decision Group Processes: Group Decision MakingMaking• AdvantagesAdvantages

Generates more complete Generates more complete information and information and knowledge.knowledge.

Generates more diverse Generates more diverse alternatives.alternatives.

Increases acceptance of a Increases acceptance of a solution.solution.

Increases legitimacy of Increases legitimacy of decision.decision.

• DisadvantagesDisadvantages

Time consumingTime consuming

Minority dominationMinority domination

Pressures to conformPressures to conform

Ambiguous responsibilityAmbiguous responsibility


Exhibit 11–6Exhibit 11–6 Techniques for Making More Techniques for Making More Creative Creative Group Decisions Group Decisions


Group Processes: Conflict Group Processes: Conflict ManagementManagement• ConflictConflict

The perceived incompatible differences in a group The perceived incompatible differences in a group resulting in some form of interference with or resulting in some form of interference with or opposition to its assigned tasks.opposition to its assigned tasks. Traditional view:Traditional view: conflict must be avoided. conflict must be avoided.

Human relations view:Human relations view: conflict is a natural and inevitable conflict is a natural and inevitable outcome in any group.outcome in any group.

Interactionist view:Interactionist view: conflict can be a positive force and is conflict can be a positive force and is absolutely necessary for effective group performance.absolutely necessary for effective group performance.


Group Processes: Conflict Group Processes: Conflict Management (cont’d)Management (cont’d)• Categories of ConflictCategories of Conflict

Functional conflicts are constructive.Functional conflicts are constructive.

Dysfunctional conflicts are destructive.Dysfunctional conflicts are destructive.

• Types of ConflictTypes of Conflict Task conflict: content and goals of the workTask conflict: content and goals of the work

Relationship conflict: interpersonal relationshipsRelationship conflict: interpersonal relationships

Process conflict: how the work gets doneProcess conflict: how the work gets done


Exhibit 11–7Exhibit 11–7 Conflict and Group Conflict and Group PerformancePerformance


Group Processes: Conflict Group Processes: Conflict Management (cont’d)Management (cont’d)

• Techniques to Manage Conflict:Techniques to Manage Conflict:

AvoidanceAvoidance

AccommodationAccommodation

ForcingForcing

CompromiseCompromise

CollaborationCollaboration


Exhibit 11–8 Exhibit 11–8 Conflict-Management Conflict-Management TechniquesTechniques

Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2d ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission


Group Tasks and Group Group Tasks and Group EffectivenessEffectiveness• Highly complex and interdependent tasks Highly complex and interdependent tasks

require:require: Effective communications: discussion among group Effective communications: discussion among group

members.members.

Controlled conflict: More interaction among group Controlled conflict: More interaction among group members.members.


Advantages of Using TeamsAdvantages of Using Teams• Teams outperform individuals.Teams outperform individuals.

• Teams provide a way to better use employee Teams provide a way to better use employee talents.talents.

• Teams are more flexible and responsive.Teams are more flexible and responsive.

• Teams can be quickly Teams can be quickly assembled, deployed, assembled, deployed, refocused, and disbanded.refocused, and disbanded.


What Is a Work Team?What Is a Work Team?• Work TeamWork Team

A group whose members work intensely on a specific A group whose members work intensely on a specific common goal using their positive synergy, individual common goal using their positive synergy, individual and mutual accountability, and complementary skills.and mutual accountability, and complementary skills.

• Types of TeamsTypes of Teams

Problem-solving teamsProblem-solving teams

Self-managed work teamsSelf-managed work teams

Cross-functional teamsCross-functional teams

Virtual teamsVirtual teams


Exhibit 11–9 Groups versus TeamsExhibit 11–9 Groups versus Teams


Exhibit 11–9 Groups Versus TeamsExhibit 11–9 Groups Versus Teams


Types of TeamsTypes of Teams• Problem-Solving TeamsProblem-Solving Teams

Employees from the same department and functional Employees from the same department and functional area who are involved in efforts to improve work area who are involved in efforts to improve work activities or to solve specific problems.activities or to solve specific problems.

• Self-Managed Work TeamsSelf-Managed Work Teams

A formal group of employees who operate without a A formal group of employees who operate without a manager and responsible for a complete work manager and responsible for a complete work process or segment.process or segment.


Types of Teams (cont’d)Types of Teams (cont’d)• Cross-Functional TeamsCross-Functional Teams

A hybrid grouping of individuals who are experts in A hybrid grouping of individuals who are experts in various specialties and who work together on various various specialties and who work together on various tasks.tasks.

• Virtual TeamsVirtual Teams

Teams that use computer technology to link physically Teams that use computer technology to link physically dispersed members in order to achieve a common dispersed members in order to achieve a common goal.goal.


Exhibit 11–10 Characteristics of Effective TeamsExhibit 11–10 Characteristics of Effective Teams


Characteristics of Effective Characteristics of Effective TeamsTeams• Have a clear Have a clear

understanding of their understanding of their goals.goals.

• Have competent Have competent members with relevant members with relevant technical and technical and interpersonal skills.interpersonal skills.

• Exhibit high mutual trust Exhibit high mutual trust in the character and in the character and integrity of their integrity of their members.members.

• Are unified in their Are unified in their commitment to team goals.commitment to team goals.

• Have good communication Have good communication systems.systems.

• Possess effective Possess effective negotiating skills.negotiating skills.

• Have appropriate Have appropriate leadership.leadership.

• Have both internally and Have both internally and externally supportive externally supportive environments.environments.


Current Challenges in Managing Current Challenges in Managing TeamsTeams

• Getting employees to:Getting employees to: Cooperate with othersCooperate with others Share informationShare information Confront differencesConfront differences Sublimate personal Sublimate personal

interest for the greater interest for the greater good of the teamgood of the team


Managing Global TeamsManaging Global Teams• Group Member ResourcesGroup Member Resources

Unique cultural characteristics of team membersUnique cultural characteristics of team members

Avoiding stereotypingAvoiding stereotyping

• Group StructureGroup Structure ConformityConformity—less groupthink—less groupthink

StatusStatus—varies in importance among cultures—varies in importance among cultures

Social loafingSocial loafing—predominately a Western bias—predominately a Western bias

CohesivenessCohesiveness—more difficult to achieve—more difficult to achieve

• Group processes—capitalize on diverse ideas.Group processes—capitalize on diverse ideas.

• Manager’s role—a communicator sensitive to the type of Manager’s role—a communicator sensitive to the type of global team to use.global team to use.


Exhibit 11–11 Drawbacks and Benefits of Global Exhibit 11–11 Drawbacks and Benefits of Global Teams Teams

Source: Based on N. Adler, International Dimensions in Organizational Behavior, 4th ed. (Cincinnati, OH: South-westernPublishing, 2002), pp. 141–147


Understanding Social NetworksUnderstanding Social Networks• Social NetworkSocial Network

The patterns of informal connections among The patterns of informal connections among individuals within groups.individuals within groups.

• The Importance of Social NetworksThe Importance of Social Networks Relationships can help or hinder team effectiveness.Relationships can help or hinder team effectiveness. Relationships improve team goal attainment and Relationships improve team goal attainment and

increase member commitment to the team.increase member commitment to the team.


Terms to KnowTerms to Know• groupgroup• forming stageforming stage• storming stagestorming stage• norming stagenorming stage• performing stageperforming stage• adjourning stageadjourning stage• rolerole• normsnorms• groupthinkgroupthink• statusstatus• social loafingsocial loafing• group cohesivenessgroup cohesiveness• conflictconflict

• traditional view of conflicttraditional view of conflict• human relations view of conflicthuman relations view of conflict• interactionist view of conflictinteractionist view of conflict• functional conflictsfunctional conflicts• dysfunctional conflictsdysfunctional conflicts• task conflicttask conflict• relationship conflictrelationship conflict• process conflictprocess conflict• work teamswork teams• problem-solving teamproblem-solving team• self-managed work teamself-managed work team• cross-functional teamcross-functional team• virtual teamvirtual team• social network structuresocial network structure


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chapter 11 management (10 th edition) by robbins and coulter

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