After reading this chapter, you should be able to answer the following questions: What are teams and how are they used in organizations? When is a team effective? What are the stages of team development? What are the input foundations for teamwork?
Chapter The Nature of Teams Synergy drives a great team Chapter Study Questions What are teams and how are they used in organizations? When is a team effective? What are the stages of team development? What are the input foundations for teamwork? Copyright © 2014 John Wiley & 7-2 What are teams and how are they used in Team organizations? Group of people brought together to use • complementary skills to achieve a common purpose for which they are collectively accountable Teamwork • Occurs when team members accept and live up to their collective accountability by actively working together so that all their respective skills are best used to achieve team goals Copyright © 2014 John Wiley & 7-3 What are teams and how are they used in What Teams Do organizations? Teams that recommend things • Established to study specific problems and recommend solutions to them • Teams that run things Have formal responsibility for leading organizations and their component parts • Teams that make or do things Work units that perform ongoing tasks Copyright © 2014 John Wiley & 7-4 What are teams and how are they used in Formal teams organizations? Created and officially designated to serve a specific • organizational purposes • May be permanent or temporary and vary in size and composition Copyright © 2014 John Wiley & Sons, Inc 7-5 What are teams and how are they used in Informal groups Emerge and coexist as a organizations? shadow to the formal structure • and without any assigned purpose or endorsement • Types of informal groups Friendship groups Interest groups Copyright © 2014 John Wiley & Sons, Inc 7-6 What are teams and how are they used in Social network analysis – organizations? identifies the informal groups and networks of relationships that are active in an organization Copyright © 2014 John Wiley & 7-7 What are teams and how are they CrossFunctional and ProblemSolving Teams used in Crossfunctional teams or task forces Members brought together from different functional departments or work unitsorganizations? to achieve horizontal • integration and better lateral relations • Problemsolving teams Created temporarily to serve a specific purpose by dealing with a specific problem or opportunity • Employee involvement team Meet regularly to collectively examine important workplace issues Quality circles meet periodically to discuss and make proposals for ways to improve quality Copyright © 2014 John Wiley & Sons, Inc 7-8 What are teams and how are they used in organizations? Functional silos problem • Occurs when members of functional units stay focused on matters internal to their function and minimize their interactions with members dealing with other functions Copyright © 2014 John Wiley & 7-9 What are teams and how are they used in Employee involvement team organizations? • Teams whose members meet regularly to collectively examine important workplace issues Quality circle small team that meets periodically to discuss and develop solutions relating to quality and productivity Copyright © 2014 John Wiley & 7-10 What are the stages of team development? Performing stage • Marks the emergence of a mature, organized, and well-functioning team motivated by group goals • Member challenges Continuing efforts to improve relationships and performance Copyright © 2011 John Wiley & Sons, Inc 7-29 Figure 7.3 Ten criteria for measuring the maturity of a team Copyright © 2014 John Wiley & Sons, Inc 7-30 What are the stages of team development? Adjourning stage • A well-integrated team is able to Disband when its work is finished Work together in the future • Particularly important for temporary teams Copyright © 2014 John Wiley & Sons, Inc 7-31 What are the input foundations for The quality of inputs determine the teamwork? eventual team effectiveness (TE) TE =Quality of Inputs + (Process gains – Process losses) Copyright © 2014 John Wiley & 7-32 Figure 7.4: Open Systems Model of Team Effectiveness Copyright © 2014 John Wiley & 7-33 What are the input foundations for Team effectiveness is affected by the nature of the teamwork? task Different tasks place different demands on teams Well defined tasks contribute to effectiveness Team effectiveness is harder to achieve with complex tasks interaction Success at complex tasks is a source of high satisfaction for team Copyright © 2014 John Wiley & Sons, Inc 7-34 What are the input foundations for Nature of task affects outcome Technical demands of a task teamwork? The degree to which a task is routine or not, the level of difficulty involved, and the information requirements Social demands of a task Involve the degree to which the issues of interpersonal relationships, ego, controversies, over ends and means, and the like that come into play Copyright © 2014 John Wiley & Sons, Inc 7-35 What are the input foundations for Team size Can have an impact on a team’s teamwork? effectiveness • • As team size increases, performance and member satisfaction increase up to a point • Team composition The mix of abilities, skills, personalities, and experiences that the members bring to the team Copyright © 2014 John Wiley & Sons, Inc 7-36 What are the input foundations for teamwork? Team composition • The mix of abilities, skills, personalities, and experiences that the members bring to the team Copyright © 2014 John Wiley & Sons, Inc 7-37 What are the input foundations for FIROB Theory (“fundamental interpersonal teamwork? orientation”) • Identifies differences in how people relate to one another in groups • Individual difference determine needs to express and receive feelings of inclusion, control, and affection Copyright © 2014 John Wiley & Sons, Inc 7-38 What are the input foundations for Status teamwork? A person’s relative rank, prestige or social standing • Status congruence • Occurs when a person’s position within the team is equivalent in status to positions the individual holds outside of it Copyright © 2014 John Wiley & 7-39 What are the input foundations for Diversity and Team Performance teamwork? • Team diversity – consists of different values, personalities, experiences, demographics, and cultures among members • In homogeneous teams, members are very similar to one another • In heterogeneous teams, members are very dissimilar, teamwork problems are more likely Copyright © 2014 John Wiley & 7-40 What are the input foundations for DiversityConsensus Dilemma teamwork? The tendency for diversity to make it harder for team • members to work together, even though the diversity itself expands the skills and perspectives available for problem solving Collective Intelligence The ability of a group or team to perform well across a range of tasks Copyright © 2011 John Wiley & Sons, Inc 7-41 Figure 7.5 Member Diversity, Stages of Team Development, and Team Performance Copyright © 2014 John Wiley & 9-42 What are the input foundations for teamwork? Group or team dynamics • Forces operating in teams that affect the way members relate to and work with one another Copyright © 2014 John Wiley & Sons, Inc 7-43 ... mediation rather than interacting face-to-face Can accomplish same tasks as face-to-face teams, but are free from geographic barriers Copyright © 2014 John Wiley & 7-1 5 What are teams and how are... adjust to the “self-managing” responsibilities • Higher-level managers may have problems dealing with the loss of the first-line supervisors Copyright © 2014 John Wiley & 7-1 4 What are teams... John Wiley & 7-1 0 What are teams and how are they used in Selfmanaging teams Teams are empowered toorganizations? make the decisions needed to • manage themselves on a day-to-day basis • Duties