Chapter 18

Leading Teams

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 Why Teams at Work?
Work in organizations is interdependent
What Is a Team?
Two or more people who interact and
coordinate their work toward a goal

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 18.1 - Differences between
Groups and Teams

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 Contributions of Teams
Creativity and innovation
Improved quality
Speed response
Higher productivity and lower costs
Enhanced motivation and satisfaction

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 Types of Teams
Formal Team defined by formal organization
structure
Vertical: functional or command team
Cross-Functional Team
Horizontal: committee with cross-functional
membership
Special Purpose: project teams
Self-Managed Teams supervised by elected
employee
Diverse skills and functions
Access to resources
Team is empowered to make decisions
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 18.3 Functional and Cross-
Functional Teams in an Organization

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 Dilemma of Teams
We have to give up our independence
We have to put up with free riders
Teams are sometimes dysfunctional

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 18.4 - Five Common
Dysfunctions of Teams

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 How to Make Teams
Effective
Successful teams dont just happen
Team members should consider:
Defining roles
Establishing norms
Setting goals
Work-team effectiveness is based on:
Productive output
Personal satisfaction
Capacity to adapt and learn

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 18.5 - Work Team
Effectiveness Model

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 Model of Team
Effectiveness
Team size and roles are important
Team characteristics influence processes
Good team leaders understand and
manage stages of team development
Team members and leaders must direct
processes in a positive manner

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 Effective Team Leadership

Rally people around a

purpose
Share power
Clarify norms and
expectations
Admit ignorance

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 Innovative Use of Teams
Virtual Teams
Use technology to build relationships
Shape culture through technology
Monitor progress and reward members
Global Teams
Cross-border work teams
Members from different nationalities
May operate virtually

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 Team Characteristics

Design teams for effectiveness

Size
Team performance and productivity peaks at
five members
Diversity
Diverse skills, knowledge, and experience
produces innovative solutions
Member Roles
Teams must focus on both task and social
roles
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 Task Performance and
Social Satisfaction

Task Specialist
Role
Initiating ideas
Giving opinions
Seeking information
Summarizing
Energizing

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 Stages of Team
Development
Forming orientation and acquaintance
Storming personalities and roles
emerge
Norming conflicts develop
Performing focus on problem solving
Adjourning disbandment

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 18.7 - Five Stages of Team
Development

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 Team Cohesiveness
Determinants of Team Cohesiveness
Team interaction
Shared goals
Personal attraction to the team

Consequences of Team Cohesiveness

Morale
Productivity

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 Team Norms

Team norms an
informal standard of
conduct that is shared
by team members and
guides their behavior

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 18.8 - Four Ways Team
Norms Develop

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 Managing Team Conflict
Teams deal with task conflict and
relationship conflict
Balancing Conflict and Cooperation
Conflict can help eliminate groupthink
Conflict can cause morale and productivity
problems
Causes of Conflict
Competition over resources
Communication breakdowns
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 18.9 - Balancing Conflict
and Cooperation

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 Styles to Handle Conflict
Dominating style
Avoiding style
Compromising style
Accommodating style
Collaborating style

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 18.10 - A Model of Styles to
Handle Conflict

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 Team Conflict Tools
Superordinate goals vision compels
people to overcome conflict and
cooperate
Mediation allowing third party to help
with disputes
Negotiation
Integrative
Distributive

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 Reaching a Win-Win
Solution
Separate the people from the problem
Focus on interests, not current demands
Generate many alternatives for mutual
gain
Insist that results be based on objective
standards

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 Work Team Effectiveness

Productive Output
Satisfaction of Members
Capacity to Adapt and Learn

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