Management 13th edtion by schermerhorn bachrach chapter 17

John R Schermerhorn, Jr 17 Daniel G Bachrach Management 13 th edition Chapter 17 Teams and Teamwork Planning Ahead — Key Takeaways  Identify the ways teams contribute to organizations  Explain current trends in the use of teams in organizations  Describe the key processes through which teams work  Discuss the advantages and disadvantages of team decision making Copyright ©2015 John Wiley & Sons, Inc Chapter 17 Outline Teams in Organizations a) Teamwork pros b) Teamwork cons c) Meetings, meetings, meetings d) Organizations as networks of groups Trends in the Use of Teams a) Committees, project teams, and task forces b) Cross-functional teams c) Self-managing teams d) Virtual teams e) Team building Copyright ©2015 John Wiley & Sons, Inc Chapter 17 Outline How Teams Work a) Team inputs b) Stages of team development c) Norms and cohesiveness d) Task and maintenance roles e) Communication networks Decision Making in Teams a) Ways teams make decisions b) Advantages and disadvantages of team decisions c) Groupthink d) Creative team decision making Copyright ©2015 John Wiley & Sons, Inc Teams in Organizations  Team A small group of people with complementary skills who interact and work with one another to achieve shared goals  Teamwork The process of people actively working together to accomplish common goals Copyright ©2015 John Wiley & Sons, Inc Teams in Organizations Team and teamwork roles for managers: Team leader— serving as the appointed head of a team or work unit Network facilitator — serving as a peer leader an network hub for a special task force Team member — serving as a helpful contributing member of a project team Coach or team developer — serving as a team’s advisor on ways to improve processes and performance Copyright ©2015 John Wiley & Sons, Inc Teams in Organizations Copyright ©2015 John Wiley & Sons, Inc Teams in Organizations Synergy The creation of a whole that is greater than the sum of its individual parts A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise Copyright ©2015 John Wiley & Sons, Inc Teams in Organizations Copyright ©2015 John Wiley & Sons, Inc Teams in Organizations Common problems in teams: Personality conflicts Individual differences in work styles Ambiguous agendas Ill-defined problems Social loafing: tendency of some people to avoid responsibility by “free-riding” in groups Copyright ©2015 John Wiley & Sons, Inc Figure 17.4 How cohesiveness and norms influence team performance Copyright ©2015 John Wiley & Sons, Inc How Teams Work Guidelines for increasing team cohesion: Create agreement on team goals Reward team rather than individual results Increase membership homogeneity Increase interactions among members Decrease team size Introduce competition with other teams Provide physical isolation from other teams Copyright ©2015 John Wiley & Sons, Inc How Teams Work Task activities   Actions by team members that contribute directly to team’s performance purpose Include:      Initiating Information sharing Summarizing Elaborating Opinion giving Copyright ©2015 John Wiley & Sons, Inc How Teams Work Maintenance activities Support emotional life of a team as an ongoing social system Include:  Gatekeeping  Encouraging  Following  Harmonizing  Reducing tension Copyright ©2015 John Wiley & Sons, Inc How Teams Work 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 Copyright ©2015 John Wiley & Sons, Inc 17.5 Distributed leadership helps teams meet task and maintenance needs Copyright ©2015 John Wiley & Sons, Inc How Teams Work Disruptive activities that detract from team effectiveness:  Being aggressive  Blocking  Self-confessing  Seeking sympathy  Competing  Withdrawal  Horsing around  Seeking recognition Copyright ©2015 John Wiley & Sons, Inc How Teams Work 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 Copyright ©2015 John Wiley & Sons, Inc Figure 17.6 Interaction patterns and communication networks in teams Copyright ©2015 John Wiley & Sons, Inc Decision Making in Teams Methods of team decision making: Lack of response Authority rule Minority rule Majority rule Consensus Unanimity Copyright ©2015 John Wiley & Sons, Inc Decision Making in Teams Advantages of team decision making: • Greater amounts of information, knowledge, and expertise • Expands number of action alternatives Disadvantages of team decision making: • • • Social pressure to conform Individual or minority group domination Time requirements considered • • Increases understanding and acceptance Increases commitment to follow through Copyright ©2015 John Wiley & Sons, Inc Decision Making in Teams Symptoms of groupthink:  Illusions of invulnerability  Rationalizing unpleasant and disconfirming data  Belief in inherent group morality  Stereotyping competitors as weak, evil, and stupid  Applying direct pressure to deviants to conform to group wishes  Self-censorship of members  Illusions of unanimity  Mind guarding Copyright ©2015 John Wiley & Sons, Inc Decision Making in Teams Copyright ©2015 John Wiley & Sons, Inc Decision Making in Teams Creativity in team decision making Brainstorming  Open and spontaneous discussion of problems and ideas  Guidelines  Go for quantity of ideas  Don’t criticize each other  Welcome “freewheeling”  Build on the ideas of others Copyright ©2015 John Wiley & Sons, Inc Decision Making in Teams Creativity in team decision making (cont’d) Nominal Group technique  Meeting agenda structured to allow participation of all group members  Individual contributions are brought to the group for discussion Copyright ©2015 John Wiley & Sons, Inc ... advantages and disadvantages of team decision making Copyright ©2015 John Wiley & Sons, Inc Chapter 17 Outline Teams in Organizations a) Teamwork pros b) Teamwork cons c) Meetings, meetings, meetings... Self-managing teams d) Virtual teams e) Team building Copyright ©2015 John Wiley & Sons, Inc Chapter 17 Outline How Teams Work a) Team inputs b) Stages of team development c) Norms and cohesiveness... Characteristics of self-managing teams: Copyright ©2015 John Wiley & Sons, Inc Figure 17. 1 Organizational and management implications of selfmanaging work teams Copyright ©2015 John Wiley & Sons,