11-1McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

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Learning ObjectivesL01: How teams contribute to organization’s

effectiveness.L02: Distinguish new team environment from

traditional work groups.L03: How do groups become teams?

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Learning ObjectivesL04: Why do groups sometimes fail?L05: How to build an effective team.L06: List methods for managing a team’s

relationships with other teams.L07: Identify ways to manage conflict.

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The Contributions of TeamsTeams can be powerfully effective as a building

block for organization structure. increase productivity, improve quality, enhance speed,

and reduce costs. powerful forces for innovation and change. provide benefits for members

useful learning, feedback, growth, and development mechanisms.

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The New Team EnvironmentTeam

small number of people with complementary skills committed to a common purpose and set of performance goals

hold themselves mutually accountable

Working group collection of people who work in the same area or

come together to undertake a task do not necessarily have a common purpose

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Different Types of Organizational TeamsProject and Development Teams - teams that

work on long-term projects but disband once the work is completed

Quality Circles - voluntary groups of people drawn from various production teams who make suggestions about quality

Self-Managed Teams - Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors

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Team Autonomy Continuum

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How Groups Become Real TeamsForming - Group members lay ground rules for

what types of behavior are acceptable.Storming - Hostilities and conflict arise; people

jock for positions of power and status.Norming - Group members agree on shared

goals; norms and closer relationships develop.Performing - Group channels its energies into

performing tasks.

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Why do groups sometimes fail?Ineffective communicationLack of effective chartering, visioning, and goal

settingLack of clarity about rolesKeeping morale and momentum highKeeping productivity highLack of trust

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Building Team EffectivenessThe productive output of the team meets or

exceeds the standards of quantity and quality.Team members realize satisfaction of their

personal needs.Team members remain committed to working

together again.Effective teams:

focus on performanceneed feedback on their performanceHave skilled members

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Managers motivate effective teamwork

Social loafing - working less hard and being less productive when in a group

Social loafing occurs when:individuals believe their contributions are not importantothers will do the work for themtheir lack of effort will go undetectedthey will be the lone sucker if they work hard but

others don’tSocial facilitation effect - working harder when

in a group than when working alone

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Roles & Cohesiveness for team effectiveness

Roles - different sets of expectations for how different individuals should behave

Task Specialist - An individual who has more advanced job-related skills and abilities than other group members possess

Team Maintenance Specialist - Individual who develops and maintains team harmony

Cohesiveness - The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another

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Building Cohesiveness and High-Performance NormsRecruit members with similar attitudes, values,

and backgrounds.Maintain high entrance and socialization

standards.Keep the team small.Help the team succeed, and publicize its

successes.Be a participative leader.Present a challenge from outside the team.Tie rewards to team performance.

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Managing Lateral Relationships

Gatekeeper - a team member who stays abreast of current information and informs the group of important developments

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Conflict Management Strategies

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Managing Conflict within and among Teams

Avoidancereaction to conflict that involves ignoring problem by

doing nothing at all, or deemphasizing disagreement

Accommodationstyle of dealing with conflict involving cooperation on

behalf of other party but not being assertive about one’s own interests

Compromisea style of dealing with conflict involving moderate

attention to both parties

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Managing Conflict within and among Teams

Competing style of dealing with conflict involving strong focus on

one’s own goals and little or no concern for other person’s goals

Collaborationstyle of dealing with conflict emphasizing both

cooperation and assertiveness in order to maximize both parties’ satisfaction

Mediatorthird party who intervenes to help others manage their

conflict

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Strategies HR Managers use to settle disputes

Interview all parties to gather information.Decide how to resolve the dispute, often in

conjunction with disputants’ bosses.Explain decisions and reasoning; advise or

train disputants to avoid future incidents.Follow up to make sure everyone

understands solution, document conflict and resolution.

Monitor results by checking back with disputants and bosses.

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YOU should be able toL01: Discuss how teams can contribute to an

organization’s effectiveness.L02: Distinguish the new team environment from

that of traditional work groups.L03: Summarize how groups become teams.

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YOU should be able toL04: Explain why groups sometimes fail.L05: Describe how to build an effective team.L06: List methods for managing a team’s

relationships with other teams.L07: Identify ways to manage conflict.

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Test Your Knowledge

Explain at least four ways that teams can help organizations.

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Test Your Knowledge

Sebastian Stabilio just joined a team of people from throughout his organization whose primary task is to recommend valuable uses for the scrap generated in the manufacturing process. The team meets twice per week; otherwise members work within the usual organizational structure. The team, not permanent, which Sebastian has joined, would be considered a: A) work team. B) working group. C) project group. D) project team. E) parallel team.

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Test Your Knowledge

Describe the process by which groups become real teams.

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Test Your Knowledge

Read the Starbucks story on page 252.Describe the Jumpstart team’s common purpose.How does the establishment of a permanentlocation contribute to the achievement of thispurpose?How might the performance of the Jumpstart

UNOprogram be measured?Write a few possible performance goalsthe team could use.

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Test Your Knowledge

Prior to hiring a consultant to assist with a departmentalreorganization, the departmental manager was requiredto get the project (and the project's expense) approved bytwo other departments: accounting and human resources. This type of requirement facilitates ______ relationships inthe organization.

A) service B) advisory C) audit D) stabilization E) liaison

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Test Your Knowledge

Discuss the conflict management strategies. When are each most appropriate?