Chapter 10 Teams

PowerPoint Presentation
to Accompany Chapter 16 of
Management
Canadian Edition
Schermerhorn Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.
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?
What are the challenges of leading high-
performance teams?
Management - Chapter 16
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


to organizations?
Team and teamwork roles for managers:
Supervisor/Team Leader 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/Team Member 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.

Figure 16.1 Team and teamwork roles for

managers.

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.

to organizations?
Seven sins of deadly meetings:
People arrive late, leave early, and dont take things seriously.
The meeting is too long.
People dont stay on topic.
The discussion lacks candor.
The right information isnt available, so decisions are
postponed.
No one puts decisions into action.
The same mistakes are made meeting after meeting.
Management Fundamentals - Chapter 16

to organizations?
Synergy
The creation of a whole that is greater than the
sum of its parts. It pools individual talents and
efforts to create extraordinary results
A team uses its membership resources to the
fullest and thereby achieves through collective
action far more than could be achieved
otherwise.

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.

to organizations?
Formal groups
Teams that are officially recognized and
supported by the organization for specific
purposes.
Specifically created to perform essential tasks.
Managers and leaders serve linking pin
roles.
10

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.
11
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.
12

Guidelines for managing projects and task
forces:
Select appropriate team members.
Clearly define the purpose of the team.
Carefully select a team leader.
Periodically review progress.
13

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.
14

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.
15

Virtual teams/distributed teams
Teams of people who work together and solve
problems through largely computer-mediated
rather than face-to-face interactions.
Sometimes called
Computer-mediated groups
Electronic group networks
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Potential advantages of
virtual teams:
Potential problems of
virtual teams:
Savings in time and travel

expenses.
Minimization or elimination
of interpersonal difficulties.
Easily expanded to include
more members
Discussions and informations
can easily stored online for
continuos updating and
access
Difficulty in establishing
good working relationships.
Depersonalization of
working relationships.
Lack of face to face
interaction limits the role of
emotions and verbal cues in
the communication process.
17

Guidelines for managing virtual teams:
Virtual teams should begin with social
messaging.
Team members should be assigned clear roles.
Team members must have positive attitudes that
support team goals.
18

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.
19

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.
20

In self-managing work teams, members
Are held collectively accountable for performance
results.
Have discretion in distributing tasks within the team.
Have discretion in scheduling work within the team.
Are able to perform more than one job on the team.
Evaluate one anothers performance contributions.
Are responsible for the total quality of team products.
21
Figure 16.2 Organizational and management implications

of self-managing work teams.
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Study Question 3: How do teams

work?
Team Building
The sequence of planned activities used to
analyze the function of a team and make
constructive changes in how it operates.
Management Fundamentals - Chapter

16
23
Study Question 3: How do teams work?

Effective teams
Achieve and maintain high levels of task
performance.
Achieve and maintain high levels of member
satisfaction.
Retain viability for the future.
24

Resource input factors that influence group
process in the pursuit of team effectiveness:

TEAM INPUTS
Nature of the task.
Organizational setting.
Team size.
Membership characteristics.
25

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.
26

Team effectiveness may be summarized as
Team Effectiveness =
Quality of Inputs + (Process Gains - Process Losses)
27
Figure 16.3 An open-systems model of

work team effectiveness.
28

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.
29

Norms
Behavior expected of team members.
Rules or standards that guide behavior.
May result in team sanctions.
Performance norms
Define the level of work effort and performance
that team members are expected to contribute to
the team task.
30
Figure 16.4 Criteria for assessing the

maturity of a team.
31

Guidelines for building positive norms:
Act as a positive role model.
Reinforce the desired behaviors with rewards.
Control results by performance reviews and regular
feedback.
Orient and train new members to adopt desired behaviors.
Recruit and select new members who exhibit desired
behaviors.
Hold regular meetings to discuss progress and ways of
improving.
Use team decision-making methods to reach agreement.
32

Cohesiveness
The degree to which members are attracted to
and motivated to remain part of a team.
Can be beneficial if paired with positive
performance norms.
33

Effects of team cohesiveness and norms:
Positive norms + high cohesiveness high
performance and strong commitments to
positive norms.
Positive norms + low cohesiveness moderate
performance and weak commitments to positive
norms.
34

Effects of team cohesiveness and norms
(cont.):
Negative norms + low cohesiveness low to
moderate performance and weak commitments
to negative norms.
Negative norms + high cohesiveness low
performance and strong commitments to
negative norms.
35
Figure 16.5 How cohesiveness and norms

influence team performance.
36

Guidelines for increasing team cohesion:
Induce 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.
37

Task activities
Actions by team members that contribute
directly to teams performance purpose.
Include:
Initiating
Information sharing
Summarizing
Elaborating
Opinion giving
38

Maintenance activities
Support emotional life of a team as an ongoing
social system.
Include:
Gatekeeping
Encouraging
Following
Harmonizing
Reducing tension
39

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.
40
Figure 16.6 Distributed leadership helps

teams meet task and maintenance needs.
41

Dysfunctional activities that detract from team
effectiveness:
Being aggressive
Blocking
Self-confessing
Seeking sympathy
Competing
Withdrawal
Horsing around
Seeking recognition
42

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.
43
Source: John R. Schermerhorn, Jr., James G. Hunt, and

Richard N. Osborn, Organizational Behavior, 8th ed. (New
York: Wiley, 2003), p. 347. Used by permission.
Figure 16.7 Interaction patterns and
communication networks in teams.
44
Study Question 4: How do teams make

decisions?
Methods of team decision making/ Ways teams
make decisions:
Lack of response
Authority rule
Minority rule
Majority rule
Consensus
Unanimity
45

decisions?
Assets of team decision making:ADVANTAGES
Greater amounts of information, knowledge,

and expertise.
Expands number of action alternatives
considered.
Increases understanding and acceptance.
Increases commitment to follow through.
46

decisions?
Potential disadvantages of team decision
making:
Social pressure to conform.
Individual or minority group domination.
Time requirements.
47

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.
48

decisions?
Methods for dealing with groupthink:
Have each group member be a critical evaluator.

Dont 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 devils advocate role.
Hold a second-chance meeting.
49

decisions?
Creativity in team decision making
guidelines for brainstorming:

All criticism is ruled out.
Freewheeling is welcomed.
Quantity is important.
Building on one anothers ideas is encouraged.
50

decisions?
Creativity in team decision making steps in the
nominal group technique:

Participants work alone, identifying possible solutions.
Ideas are shared in a round-robin fashion without any
criticism or discussion.
Ideas are discussed and clarified in a round-robin
sequence.
Members individually and silently follow a written voting
procedure.
The last two steps are repeated as needed.
51
Study Question 5: What are the challenges of

leading high-performance teams?
Team building
A sequence of planned activities used to
gather and analyze data on the
functioning of a team and to implement
constructive changes to increase its
operating effectiveness.
52

Steps in a cyclical team-building process:
Step 1 problem awareness.
Step 2 data gathering.
Step 3 data analysis and diagnosis.
Step 4 action planning.
Step 5 action implementation.
Step 6 evaluation.
53
Figure 16.8 Steps in the team-building process: case of the

hospital top management team.
54

Characteristics of high-performing teams:
A clear and elevating goal.
A task-driven, results-oriented structure.
Competent and committed members who work hard.
A collaborative climate.
High standards of excellence.
External support and recognition.
Strong and principled leadership.
55

Effective team leaders act to:
Establish clear vision.
Create change.
Unleash talent.
56
Conflict
Disagreement between people on
substantive or emotional issues.

Substantive conflicts involve disagreements over goals,
tasks, allocation of resources, distribution of rewards,
policies, procedures, job assignments
Emotional conflicts arise from feelings of anger,
distrust, dislike, fear, resentment, personality clashes
and problems in team relationships

16
57
* Teamwork involves taking time to resolve
conflict
* Resolution of conflict in groups is a critical skill
* Conflicts of moderate intensity functional for
organizations because creativity rises so intense
as to be destructive Functional conflict, or
constructive conflict, stimulates people toward
greater work efforts, cooperation, and creativity
toward meeting goals
16
58
* Conflicts of low-intensity where groupthink can
occur, or very high-intensity can be dysfunctional/

destructive are not as productive
* Dysfunctional conflict, or destructive conflict,
hurts task performance A little conflict can
stimulate creativity & raise team performance Too
little or too much conflict can lower team
performance
16
59
Causes of Conflict
Task interdependencies: dependence of individuals or
groups on each other to perform well in order that the

dependent group can perform well
- IT department supplies s/w and h/w solutions to technology
problems and workflow that other departments in an organization
depend on to function smoothly
- sometimes IT is blamed for problems unfairly by other
departments, sometimes IT is a poorly functioning department and
lets those dependent on it down

16
60
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information contained herein.

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PowerPoint Presentation

Planning Ahead Chapter 16 Study Questions

Study Question 1: How do teams contribute

skills, who work together to achieve a shared

together to accomplish common goals

Study Question 1: How do teams contribute

head of a formal work unit.

network hub for a special task force.

contributing member of a project team.

sponsor of a problem-solving team staffed by others.

Figure 16.1 Team and teamwork roles for

Study Question 1: How do teams contribute

Study Question 1: How do teams contribute

Management Fundamentals - Chapter 16

Study Question 1: How do teams contribute

Study Question 1: How do teams contribute

Study Question 1: How do teams contribute

Study Question 1: How do teams contribute

Study Question 2: What are the current trends

Projects teams or task forces.

Study Question 2: What are the current trends

Study Question 2: What are the current trends

Study Question 2: What are the current trends

Study Question 2: What are the current trends

Study Question 2: What are the current trends

Savings in time and travel

Study Question 2: What are the current trends

Study Question 2: What are the current trends

Study Question 2: What are the current trends

Study Question 2: What are the current trends

Figure 16.2 Organizational and management implications

Study Question 3: How do teams

Management Fundamentals - Chapter

Study Question 3: How do teams work?

Study Question 3: How do teams work?

process in the pursuit of team effectiveness:

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Figure 16.3 An open-systems model of

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Figure 16.4 Criteria for assessing the

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Figure 16.5 How cohesiveness and norms

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Figure 16.6 Distributed leadership helps

Study Question 3: How do teams work?

Study Question 3: How do teams work?

Source: John R. Schermerhorn, Jr., James G. Hunt, and

Figure 16.7 Interaction patterns and

communication networks in teams.

Study Question 4: How do teams make

Study Question 4: How do teams make

Greater amounts of information, knowledge,

Study Question 4: How do teams make

Study Question 4: How do teams make

Illusions of group invulnerability.

Study Question 4: How do teams make