Understanding Management

First Canadian Edition

Slides prepared by Janice Edwards College of the Rockies

Copyright 2009 Nelson Education Ltd.

Chapter 14

Teamwork in Organizations

Copyright 2009 Nelson Education Ltd.

Learning Objectives
1. 2.

3.

4.

5.

Identify the types of teams in organizations. Discuss new applications of teams to facilitate employee involvement. Identify ways in which team size and diversity of membership affects team performance. Identify roles within teams and the type of role you could play to help a team be effective. Explain the general stages of team development.

Copyright 2009 Nelson Education Ltd.

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Learning Objectives (Contd)

6.

7.

8.

Explain the concepts of team cohesiveness and team norms and their relationship to team performance. Understand the causes of conflict within and among teams and how to reduce conflict. Discuss the assets and liabilities of organizational teams.

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What is a Team?
A unit of two or more people who interact and coordinate their work to accomplish a specific goal.

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Work Team Effectiveness

Based on Two Outcomes: Productive Output Personal Satisfaction

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Ex. 14.2

Work Team Effectiveness Model

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Types of Teams
Formal Teams are created by organizations as part of the formal organizational structure.
Vertical Team: Composed of manager and subordinates in a formal chain of command Sometimes called a functional team or command team Horizontal Team: Composed of employees from about the same hierarchical level but different areas of expertise Given a specific task
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Types of Teams (Contd)

Special-purpose Teams are created outside the formal organizational structure to undertake a project of special importance or creativity. Sometimes called project teams

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Types of Teams (Contd)

Self-Directed Teams Include employees with several skills and functions Have access to resources Empowered with decision making authority Problem-solving teams discuss ways of improving quality, efficiency, and the work environment

Copyright 2009 Nelson Education Ltd.

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Types of Teams (Contd)

Virtual Teams: Use information and telecommunications technology Collaborate on projects to reach common goals Global Teams: Intercultural: members come from different countries or cultures and meet face to face Global Virtual Teams: Members remain in separate locations and conduct their work electronically

Copyright 2009 Nelson Education Ltd.

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Team Characteristics
Size

Ideal team size is about 7 members Variations of from 5 to 12 members typically are associated with good team performance.

Diversity Teams require various skills, knowledge, and experience Diverse teams produce more innovative solutions to problems

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Team Characteristics (Contd)

Member Roles Task specialist role spend time and energy helping the team reach its goal. Socio-emotional role support team members emotional needs.

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Ex. 14.4
High

Team Member Roles

Dual Role
Focuses on task and people. May be a team leader. Important role, but not essential if members adopt task specialist and socioemotional roles.

Task Specialist Role

Focuses on task accomplishment over human needs. Important role, but if adopted by everyone, teams social needs will not be met.

Member Task Behaviour

Nonparticipator Role
Contributes little to either task or people needs of team. Not an important role, but if adopted by too many members, team will disband.
Low

Socioemotional Role
Focuses on people needs of team over task. Important role, but if adopted by everyone, teams tasks wont be accomplished.
High

Low

Member Social Behaviour

Copyright 2009 Nelson Education Ltd.

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Ex. 14.5

Five Stages of Team Development

Forming: 1
Orientation, break the ice Leader: Facilitate social interchanges

Storming: 2
Conflict, disagreement Leader: Encourage participation, surfaces differences

Norming: 3
Establishment of order and cohesion Leader: Help clarify team roles, norms, values

Performing: 4
Cooperation, problem solving Leader: Facilitate task accomplishment

Adjourning: 5
Task completion Leader: Bring closure, signify completion
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Copyright 2009 Nelson Education Ltd.

Team Cohesiveness
Determinants of Team Cohesiveness: Team interaction Shared Goals Personal attraction to the team Consequences of Team Cohesiveness: Good effects on satisfaction and morale of team High productivity when team has high performance norm

Copyright 2009 Nelson Education Ltd.

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Ex. 14.7

Four Ways Team Norms Develop

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Managing Team Conflict

BBalancing Conflict and Cooperation GGroupthink: people are so committed to a cohesive team that they are reluctant to express contrary opinions.

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Managing Team Conflict (Contd)

Causes of conflict Scarce resources Jurisdictional ambiguities Communication breakdown Personality clashes Power and status differences Goal differences

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Styles to Handle Conflict

Superordinate goals Bargaining/Negotiation Mediation Facilitating Communications

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Potential Benefits of Teams

Level of Effort Satisfaction of Members Expanded Job Knowledge and Skills Organizational Responsiveness

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Potential Cost of Teams

Power Realignment Free Riding Coordination Cost Revising Systems

Copyright 2009 Nelson Education Ltd.

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