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© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Essentials of Management
Chapter 13Teams, Groups, and
Teamwork
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Types of Teams and GroupsOutline of TopicsSelf-Managed Work TeamsProject Teams and Task ForcesCross-Functional TeamsTop-Management TeamsVirtual Teams
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Self-Managed Work TeamsGroup of employees responsible for an entire
work process or segment that delivers a product.
Purposes include increasing productivity, enhancing quality, decreasing cycle time, and respond to changing workplace.
Work team given total responsibility or “ownership” of product or service.
Members are generalists, not specialists.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Project Teams and Task ForcesProject members work together until goal is
accomplished.Project managers negotiate for resources with
line and staff departments.Project managers act as coordinators of
people and material needed for mission.Task force is problem-solving group of a
temporary nature, focusing on specific problem or opportunity.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cross-Functional TeamsMembers are from different specialties, at
about same level, who come together to accomplish a task.
Purpose is to get the workers from different specialties to blend their talents.
Success of team depends on collaboration.For team success, team leader must have
both technical and process skills, including interpersonal skills.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Top-Management TeamsGroup of managers at top of organization
referred to as a top-management team.May not function as true team.Sometimes several executives who share
responsibility equally run a large firm.Less confusing when each executive has
different responsibilities. Ego of power sharers may create problem.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Virtual TeamsTeam conducts bulk of collaborative work
electronically rather than face to face.E-mail, instant messaging, collaborative
software used for sharing information and conducting meetings.
Well-suited for geographically dispersed workers, key employees who do not want to relocate.
Trust of and among workers is key.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Effective Work Groups1. Enriched job design (interesting work)2. Empowerment and shared leadership3. Interdependent tasks, information sharing,
and rewards (rewards are dependent on what others accomplish)
4. Right mix and size (diversity within group, about 7 to 10 members)
5. Emotional intelligence (good relationships inside and outside team)
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Effective Work Groups, continued6. Support for the work group (organization
gives group what it needs)7. Effective processes within the group (leads
to group cohesiveness)8. Familiarity with jobs, coworkers, and the
environment (experience counts) A feeling of collective efficacy results from
having these characteristics. Effective leadership is also important.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Stages of Group Development1. Forming (members eager to learn)2. Storming (shakedown period with some
conflict and tension)3. Norming (group standards are formed)4. Performing (group focuses on accomplishing
key tasks, becomes well-functioning unit)5. Adjourning (yet prepared for future group
activities together)
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managerial Actions for Building Teamwork1. Begin with a mission and agreement on the
meaning of success.2. Help the group focus on its strengths.3. Compete against a common enemy.4. Make teamwork the norm.5. Use consensus decision making and provide
information. 6. Use teamwork language.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managerial Actions for Building Teamwork, continued7. Minimize micromanagement (supervising
too closely and second guessing).8. Reward the team and individuals.9. Encourage some face-to-face
communication.10. Show respect for team members.11. Participate in offsite teamwork training.12. Strive for teamwork in virtual teams.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Task-Related Actions and Attitudes for Being an Effective Team Player1. Possess and shares technical expertise.2. Assumes responsibility for problems.3. Is willing to commit to team goals.4. Is able to see the big picture.5. Is willing to ask tough questions. (Tough
question helps achieve insight into problem facing .)
6. Is willing to try something new.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
People-Related Actions and Attitudes for Effective Team Play1. Trust team members.2. Share credit.3. Recognize the interests and achievements
of others.4. Listen actively and share information.5. Give and receive criticism.6. Do not rain on another team member’s
parade.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Potential Contributions of Teams and GroupsConsiderable case history evidence supports
the contribution of teams over independent effort.
Lift-outs (recruiting an entire team) demonstrate the value of teams.
Most useful when work processes cut across functional lines, speed matters, complex environment, innovation needed.
Tasks should require interdependence.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Potential Problems of Teams and Groups1. Group polarization (extreme positions)2. Social loafing (free loading)3. Limited accountability (credit for wins, rarely
blamed for failures)4. Ostracism of unwanted group member
(cruel rejection or ignored)5. Career retardation (might be perceived as
team player rather than leader)
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Task vs. Relationship ConflictTask conflict focuses on substantive, issue-
related differences.Relationship conflict focuses on personalized,
individually-oriented issues, must be dealt with emotionally.
Moderate task conflict is functional, requiring problem solving.
Both task and relationship conflict can be harmful exist beyond small amount.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Positive Consequences of ConflictRight amount of conflict may enhance job
performance.Too much or too little conflict lowers job
performance. Positive consequences of conflict include
increased (a) creativity, (b) effort, (c) diagnostic information, and (d) group cohesion.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Negative Consequences of ConflictPoor physical and mental healthWasted resourcesSidetracking of important goalsHeightened self-interestMany acts of workplace violence stem from
stressed workers who have unresolved conflicts with supervisor or coworkers.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Methods of Conflict Resolution1. Forcing (winning at expense of other party)2. Accommodating (appeasing other side)3. Sharing (semi-satisfaction, compromise)4. Collaborating (satisfy both sides, win-win
philosophy; can include confrontation and problem-solving)
5. Avoiding (uncooperative, unassertive)
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Resolving Conflict between Two Group MembersRequires high-level managerial skill.Best approach is to get two parties in conflict
to engage in confrontation and problem solving.
Manager gets two parties to talk to each other about the problem, not to the manager.
Intervening in conflict is skill of growing importance.