management 11e john schermerhorn
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Management 11e John Schermerhorn . Chapter 16 Teams and Teamwork. Planning Ahead — Chapter 16 Study Questions. How do teams contribute to organizations? What are the current trends in the use of teams? How do teams work? How do teams make decisions?. - PowerPoint PPT PresentationTRANSCRIPT
Management 11e John Schermerhorn
Chapter 16Chapter 16Teams and TeamworkTeams and Teamwork
Planning Ahead — Chapter 16 Study Questions
How do teams contribute to organizations? What are the current trends in the use of
teams? How do teams work? How do teams make decisions?
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Study Question 1: How do teams contribute to organizations?
Team A small group of people with complementary
skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results
Teamwork The process of people actively working
together to accomplish common goals
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Study Question 1: How do teams contribute to organizations?
Team and teamwork roles for managers: Supervisor — serving as the appointed head of a
formal work unit Network facilitator — serving as a peer leader an
network hub for a special task force Participant — serving as a helpful contributing
member of a project team External coach — serving as the external convenor
or sponsor of a problem-solving team staffed by others
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Figure 16.1 Team and teamwork roles for managers
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Study Question 1: How do teams contribute to organizations?
Synergy The creation of a whole that is greater than
the sum of its parts A team uses its membership resources to the
fullest and thereby achieves through collective action far more than could be achieved otherwise
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Study Question 1: How do teams contribute to organizations?
Usefulness of teams: More resources for problem solving Improved creativity and innovation Improved quality of decision making Greater commitments to tasks Higher motivation through collective action Better control and work discipline More individual need satisfaction
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Study Question 1: How do teams contribute to organizations?
Common problems in teams: Personality conflicts Individual differences in work styles Ambiguous agendas Ill-defined problems Poor readiness to work
Lack of motivation Conflicts with other deadlines or priorities Lack of team organization or progress Meetings that lack purpose or structure Members coming to meetings unprepared
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Study Question 1: How do teams contribute to organizations?
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Study Question 1: How do teams contribute to organizations?
Formal teams Officially recognized and supported by the
organization Specifically created to perform essential tasks Managers and leaders serve “linking pin” roles
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Study Question 1: How do teams contribute to 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
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Study Question 2: What are the current trends in the use of teams?
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
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Study Question 2: What are the current trends in the use of teams?
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Study Question 2: What are the current trends in the use of teams?
Cross-functional teams Members come from different functional units
of an organization Team works on a specific problem or task
with the needs of the whole organization in mind
Teams are created to knock down “walls” separating departments
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Study Question 2: What are the current trends in the use of teams?
Employee involvement teams Groups of workers who meet on a regular
basis outside of their formal assignments Have the goal of applying their expertise and
attention to continuous improvement Quality circles represent a common form of
employee involvement teams
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Study Question 2: What are the current trends in the use of teams?
Virtual teams Teams of people who work together and
solve problems through largely computer-mediated rather than face-to-face interactions
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Study Question 2: What are the current trends in the use of teams?
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Study Question 2: What are the current trends in the use of teams?
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Study Question 2: What are the current trends in the use of teams?
Self-managing work teams Teams of workers whose jobs have been
redesigned to create a high degree of task interdependence and who have been given authority to make many decisions about how to do the required work
Also known as autonomous work groups
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Study Question 2: What are the current trends in the use of teams?
Typical self-management responsibilities: Planning and scheduling work Training members in various tasks Sharing tasks Meeting performance goals Ensuring high quality Solving day-to-day operating problems In some cases, hiring and firing team
members Management 11 Chapter 16 20
Study Question 2: What are the current trends in the use of teams?
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Figure 16.2 Organizational and management implications of self-managing work teams
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Study Question 2: What are the current trends in the use of teams?
Team Building Activities that analyze teams and make
changes to improve performance May include meetings, games and outdoor
activities
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Study Question 3: How do teams work?
Effective Teams Perform tasks Satisfy members Transform resource inputs into product
outputs Pride in performance and accomplishments Members are willing to work together in the
future
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Study Question 3: How do teams work?
Resource 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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Study Question 3: How do teams work?
Group process: The way the members of any team work
together as they transform inputs into outputs Also known as group dynamics Includes communications, decision making,
norms, cohesion, and conflict, among others
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Study Question 3: How do teams work?
Team effectiveness may be summarized as
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Figure 16.3 An open-systems model of work team effectiveness
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Study Question 3: How do 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
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Study Question 3: How do 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 Management 11 Chapter 16 30
Figure 16.4 Criteria for assessing the maturity of a team
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Study Question 3: How do 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
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Study Question 3: How do teams work?
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Figure 16.5 How cohesiveness and norms influence team performance
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Study Question 3: How do 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
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Study Question 3: How do teams work?
Task activities Actions by team members that contribute
directly to team’s performance purpose Include:
Initiating Information sharing Summarizing Elaborating Opinion giving
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Study Question 3: How do teams work?
Maintenance activities Support emotional life of a team as an
ongoing social system Include:
Gatekeeping Encouraging Following Harmonizing Reducing tension
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Study Question 3: How do 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
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Figure 16.6 Distributed leadership helps teams meet task and maintenance needs
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Study Question 3: How do teams work?
Dysfunctional activities that detract from team effectiveness: Being aggressive Blocking Self-confessing Seeking sympathy Competing Withdrawal Horsing around Seeking recognition
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Study Question 3: How do 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
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Figure 16.7 Interaction patterns and communication networks in teams
Management 11 Chapter 16 42Source: John R Schermerhorn, Jr , James G Hunt, and Richard N Osborn, Organizational Behavior, 8th ed (New York: Wiley, 2003), p 347 Used by permission
Study Question 4: How do teams make decisions?
Methods of team decision making: Lack of response Authority rule Minority rule Majority rule Consensus Unanimity
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Study Question 4: How do teams make decisions?
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Study Question 4: How do teams make decisions?
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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Study Question 4: How do teams make decisions?
Methods for dealing with groupthink: Have each group member be a critical evaluator Don’t appear to favor one course of action Create subteams to work on the same problems Have team members discuss issues with outsiders Have outside experts observe and provide feedback
on team activities Assign a member to the devil’s advocate role Hold a second-chance meeting
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Study Question 4: How do teams make decisions?
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
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Chapter 16 Case
NASCAR: Fast cars, passion and teamwork create wins
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