Chapter

13 Teams & Teamwork for the 21st Century Teams & Teamwork for the 21st Century

Work Teams: Types, Work Teams: Types,

Effectiveness, and Effectiveness, and

Stumbling BlocksStumbling Blocks Effective Teamwork Effective Teamwork

through Cooperation, through Cooperation,

Trust, and Trust, and CohesivenessCohesiveness Teams in Action: Teams in Action: QualityQuality

Circles, Virtual Teams, Circles, Virtual Teams,

and Self-Managed and Self-Managed TeamsTeams Team BuildingTeam Building

Teams

Team Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach

13-2

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Evolution of Teams

1) Leadership becomes a shared activity

2) Accountability shifts from strictly individual to both individual and collective

3) The group develops its own purpose or mission

4) Problem solving becomes a way of life, not a part-time activity

5) Effectiveness is measured by the group’s collective outcomes and products

A Work Group Becomes a Team When:

13-3Table 13-1

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Research Support for Cooperation

1) Cooperation is superior to competition in promoting achievement and productivity

2) Cooperation is superior to individualistic efforts in promoting achievement and productivity

3) Cooperation without intergroup competition promotes higher achievement and productivity than cooperation with intergroup competition

13-10

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Trust

Trust reciprocal faith in others’ intentions and behavior

13-11

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Interpersonal Trust Involves a Cognitive Leap

Firsthand knowledgeof other person’s

reliability and integrity

Distrust Trust

Cognitive leap

Faith in the other person’s good intentions

Assumption that other person will behave as desired

13-12Figure 13-3

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How to Build Trust

Communication Support Respect Fairness Predictability Competence

13-13

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Self-Managed Teams

Self-Managed Teams groups of employees granted administrative oversight for their work Cross-functionalism team made up of

technical specialists from different areas

13-21

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The Evolution of Self-Managed Work Teams

Managerial control of group’sstructure, staffing, and taskprocedures

Group control of its ownstructure, staffing, andtask procedures

TraditionalWork Groups

SemiautonomousWork Groups

Self-ManagedTeams

13-26Figure 13-4

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Making the Transition to Self-Managed Teams

Extensive management training and socialization are required to embed Theory Y and participative management values into an organization’s culture

Starts with top management and filters down

Both technical and organizational redesign are necessary

13-27

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