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Management, 6eSchermerhorn
Prepared by
Cheryl Wyrick
California State Polytechnic University Pomona
John Wiley & Sons, Inc
COPYRIGHT
Copyright 1999 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written consent of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her owner use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, cause by the use of these programs or from the use of the information contained herein.
Schermerhorn - Chapter 17 3
Chapter 17Teams and Teamwork
Planning Ahead– How do teams contribute to organizations?– What are the current trends in the use of teams?– How do teams work?– What should leaders know about decision
making in teams?– How can team building increase performance
effectiveness?
Schermerhorn - Chapter 17 4
Teams in Organizations
A team is a small group of people with complimentary skills who work together to achieve a common purpose and hold themselves mutually accountable for its accomplishment.
Schermerhorn - Chapter 17 5
Teams in Organizations
Teamwork is the process of people working together in teams to accomplish common goals
Schermerhorn - Chapter 17 6
Teams in Organizations
Synergy– means that a team is using its
membership resources to the fullest and is achieving more as a unit than could otherwise be achieved
Schermerhorn - Chapter 17 7
Teams in Organizations
Usefulness of Teams– increasing resources for problem solving– fostering creativity and innovation– improving quality of decision making– enhancing members’ commitments to tasks– raising motivation through collective action– helping control and discipline members
Schermerhorn - Chapter 17 8
Teams in Organizations
What can go wrong in teams?– social loafing– personality conflicts– task ambiguity– poor readiness to work– poor teamwork
Schermerhorn - Chapter 17 9
Teams in Organizations
Formal Teams– officially recognized
and supported by the organization for specific purposes
• functional team– departments, teams,
divisions
Schermerhorn - Chapter 17 10
Teams in Organizations
Informal Groups– emerge as part of the
informal structure and communication flows in organizations
• interest
• friendship
• support
Schermerhorn - Chapter 17 11
•Trends in the Use of Teams
Committees– usually operate with an ongoing purpose– membership may change over time
Schermerhorn - Chapter 17 12
Trends in the Use of Teams
Task Force– usually operates on a more temporary basis– tasks are very specific and time defined– often disbands after task is completed– creativity and innovation are very important
processes
Schermerhorn - Chapter 17 13
Trends in the Use of Teams
Cross-Functional Teams– members come from different functional units
and parts of an organization that are indispensable to fulfillment of these design goals
Schermerhorn - Chapter 17 14
•Trends in the Use of Teams
Virtual Teams – employees who work together and solve
problems through largely computer-mediated interactions
• local area networks
• wide area networks
• intranets
• electronic meeting rooms
Schermerhorn - Chapter 17 15
•Trends in the Use of Teams
Self-Managing Work Teams– workers whose jobs have been redesigned to
create a high degree of task interdependence and who have been given the authority to make many decisions about how they go about doing the required work
Schermerhorn - Chapter 17 16
Trends in the Use of Teams
In Self-Managing Work Teams, Members– are held collectively accountable for performance
results
– have discretion in distributing tasks
– have discretion in scheduling work
– are able to perform multiple tasks
– evaluate one another’s performance contributions
– responsible for the total quality of team products
Schermerhorn - Chapter 17 17
Trends in the Use of Teams
How Teams Work– two key results
• task performance
• human resource maintenance
– effective teams have high levels of both results
Schermerhorn - Chapter 17 18
•Trends in the Use of Teams
Team Effectiveness– input factors that influence good group process
• organizational setting
• nature of the task
• team size
• membership characteristics
Schermerhorn - Chapter 17 19
Trends in the Use of Teams
Stages of Team Development– Forming - initial orientation– Storming - conflict over tasks– Norming - consolidation around operating
agendas– Performing - focused task performance– Adjourning - eventual disengagement
Schermerhorn - Chapter 17 20
Trends in the Use of Teams
Norms
– behavior expected of team members
– can be enforces with reprimands and other sanctions
Schermerhorn - Chapter 17 21
Trends in the Use of Teams
Performance Norms– defined level of work effort and performance
that team members are expected to contribute
Schermerhorn - Chapter 17 22
Trends in the Use of Teams
How to Build Positive Norms– acting as positive role model
– reinforcing desired behaviors
– controlling results by regular feedback
– orienting and training new members to adopt desired behaviors
– holding regular meetings to discuss progress
– using team decision-making methods to reach agreement
Schermerhorn - Chapter 17 23
Trends in the Use of Teams
Cohesiveness– degree to which members are attracted to and
want to remain part of a team– can be good if paired with positive performance
norms– the more cohesiveness the greater conformity
of members to norms
Schermerhorn - Chapter 17 24
Trends in the Use of Teams
Task Activities– contribute directly to team’s performance
purpose
Maintenance Activities– support the emotional life of team
Schermerhorn - Chapter 17 25
Trends in the Use of Teams
Distributed Leadership– makes every member responsible for
• correctly recognizing when task and/or maintenance activities are needed
• responding appropriately
Schermerhorn - Chapter 17 26
Trends in the Use of Teams
Distributed Leadership
Team results =
Task Gains + Maintenance Gains - Self-serving Losses
Schermerhorn - Chapter 17 27
Trends in the Use of Teams
Communication Networks– decentralized
• all members communicate directly with one another
– centralized• activities are coordinated and results pooled by
central point of control
Schermerhorn - Chapter 17 28
Decision Making in Teams
How Teams Make Decisions– lack of response
– authority rule
– minority rule
– majority rule
– consensus
– unanimity
Schermerhorn - Chapter 17 29
Decision Making in Teams
Assets of Team Decision Making– information– alternatives– understanding and acceptance– commitment
Schermerhorn - Chapter 17 30
Decision Making in Teams
Potential Disadvantages of Team Decision Making– social pressure to conform– minority domination– time demands
Schermerhorn - Chapter 17 31
Decision Making in Teams
Groupthink– tendency for highly
cohesive groups to lose their critical evaluative capabilities
Schermerhorn - Chapter 17 32
Decision Making in Teams
Symptoms of Groupthink– illusions of group invulnerability
– rationalizing unpleasant data
– belief in inherent group morality
– negative stereotypes of competitors
– pressure to conform
– self-censorship
– illusions of unanimity
– mind guarding
Schermerhorn - Chapter 17 33
Decision Making in Teams
Creativity and Team Decision Making– Brainstorming
• all criticism is ruled out
• freewheeling is welcomed
• quantity is important
• building on one another’s ideas
Schermerhorn - Chapter 17 34
Decision Making in Teams
Creativity and Team Decision Making– Nominal Group Technique
• participants work alone and write down solutions
• ideas read aloud without criticism
• ideas are recorded
• ideas are discussed in round-robin sequence
• members silently follow written voting procedure
• last two steps are repeated as needed
Schermerhorn - Chapter 17 35
Leadership and High Performance Teams Team-Building Process
– sequence of planned activities used to gather and analyze data on the functioning of a team and the implementation of constructive changes to increase its operating effectiveness
Schermerhorn - Chapter 17 36
Leadership and High Performance Teams High performance teams
• clear and elevating goal
• task-driven, results-oriented structure
• competent and committed members
• collaborative climate
• high standards of excellence
• external support and recognition
• strong and principled leadership
Schermerhorn - Chapter 17 37
Leadership and High Performance Teams Effective Team Leaders
– establish clear vision of future– create change– unleash talent
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