Schermerhorn Mgmt9 Ch16

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Management, 9/eJohn R. Schermerhorn, Jr.

Chapter 16:

Prepared by: Jim LoPresti

University of Colorado, Boulder

Published by: John Wiley & Sons, Inc.

Chapter 16: Teams and Teamwork

Planning Ahead — Chapter 16 Study Questions

�How do teams contribute to

organizations?

�What are the current trends in the

Management 9/e - Chapter 16 2

�What are the current trends in the

use of teams?

�How do teams work?

�How do teams make decisions?

Study Question 1: How do teams contribute to

organizations?

� Team

� A small group of people with complementary skills, who work together to achieve a shared purpose

together to achieve a shared purpose and hold themselves mutually accountable for performance results.

� Teamwork

� The process of people actively working together to accomplish common goals

organizations?

� Team and teamwork roles for managers:

� Supervisor — serving as the appointed head of

a formal work unit.

� Network facilitator — serving as a peer leader

an network hub for a special task force.

� Participant — serving as a helpful contributing

member of a project team.

� External coach — serving as the external

convenor or sponsor of a problem-solving team

staffed by others.

Figure 16.1 Team and teamwork roles for

managers.

organizations?

� Common problems in teams:� Personality conflicts.

� Individual differences in work styles.

� Ambiguous agendas.

� Ill-defined problems.

� Poor readiness to work.

� Lack of motivation.

� Conflicts with other deadlines or priorities.

� Lack of team organization or progress.

� Meetings that lack purpose or structure.

� Members coming to meetings unprepared.

organizations?

� Seven sins of deadly meetings:� People arrive late, leave early, and don’t take

things seriously.

� The meeting is too long.

� People don’t stay on topic.

� The discussion lacks candor.

� The right information isn’t available, so decisions are postponed.

� No one puts decisions into action.

� The same mistakes are made meeting after meeting.

organizations?

�Synergy

� The creation of a whole that is

greater than the sum of its parts.

� A team uses its membership

resources to the fullest and

thereby achieves through

collective action far more than

could be achieved otherwise.

organizations?

�Usefulness of teams:

� More resources for problem solving.

� Improved creativity and innovation.

� Improved quality of decision making.

� Greater commitments to tasks.

� Higher motivation through collective action.

� Better control and work discipline.

� More individual need satisfaction.

organizations?

� Formal groups —

� Teams that are officially recognized

and supported by the organization for

specific purposes.

� Specifically created to perform

essential tasks.

� Managers and leaders serve “linking

pin” roles.

organizations?

� Informal groups —

� Not recognized on organization charts.

� Not officially created for an organizational

purpose.

� Emerge as part of the informal structure and

from natural or spontaneous relationships among

people.

� Include interest, friendship, and support groups.

� Can have positive performance impact.

� Can help satisfy social needs.

Study Question 2: What are the current trends in the

use of teams?

� Committees, project teams, and task forces:

� Committees.

� People outside their daily job assignments work

together in a small team for a specific purpose.

Task agenda is narrow, focused, and ongoing.

� Task agenda is narrow, focused, and ongoing.

� Projects teams or task forces.

� People from various parts of an organization work

together on common problems, but on a

temporary basis.

� Official tasks are very specific and time defined.

� Disbands after task is completed.

use of teams?

�Guidelines for managing projects

and task forces:

� Select appropriate team members.

� Clearly define the purpose of the team.

� Carefully select a team leader.

� Periodically review progress.

use of teams?

� Cross-functional teams —

� Members come from different

functional units of an organization.

� Team works on a specific problem or

task with the needs of the whole

organization in mind.

� Teams are created to knock down

“walls” separating departments.

use of teams?

� Employee involvement teams —

� Groups of workers who meet on a

regular basis outside of their formal

assignments.

� Have the goal of applying their

expertise and attention to continuous

improvement.

� Quality circles represent a common

form of employee involvement teams.

use of teams?

� Virtual teams —

� Teams of people who work together

and solve problems through largely

computer-mediated rather than face-

to-face interactions.

� Sometimes called …

� Computer-mediated groups

� Electronic group networks

use of teams?

� Potential advantages of virtual teams:

� Savings in time and travel

� Potential problems of virtual teams:

� Difficulty in establishing good working

and travel expenses.

� Minimization or elimination of interpersonal difficulties.

� Ease of expansion.

working relationships.

� Depersonalization of working relationships.

use of teams?

� Guidelines for managing virtual

teams:

� Virtual teams should begin with social

messaging.

� Team members should be assigned

clear roles.

� Team members must have positive

attitudes that support team goals.

use of teams?

� Self-managing work teams —

� Teams of workers whose jobs have

been redesigned to create a high

degree of task interdependence and

who have been given authority to make

many decisions about how to do the

required work.

� Also known as autonomous work

groups.

use of teams?

� Typical self-management responsibilities:� Planning and scheduling work.

� Training members in various tasks.

� Sharing tasks.

� Meeting performance goals.

� Ensuring high quality.

� Solving day-to-day operating problems.

� In some cases, hiring and firing team members.

use of teams?

� In self-managing work teams,

members …� Are held collectively accountable for performance

results.

Have discretion in distributing tasks within the

� Have discretion in distributing tasks within the

� Have discretion in scheduling work within the team.

� Are able to perform more than one job on the

� Evaluate one another’s performance contributions.

� Are responsible for the total quality of team

products.

Figure 16.2 Organizational and management

implications of self-managing work teams.

Study Question 3: How do teams work?

� Effective teams

� achieve and maintain high levels of

task performance.

� achieve and maintain high levels of

member satisfaction.

� retain viability for the future.

� Resource input factors that

influence group process in the

pursuit of team effectiveness:

� Nature of the task.

� Organizational setting.

� Team size.

� Membership characteristics.

�Group process:

� The way the members of any team work

together as they transform inputs into

outputs

� Also known as group dynamics.

� Includes communications, decision

making, norms, cohesion, and conflict,

among others.

� Team diversity:

� A variety of values, personalities, experiences,

demographics, and cultures among members.

� Greater variety of available ideas,

perspectives, and experiences.

� As team diversity increases, complexity of

interpersonal relationships also increases

� Team effectiveness may be summarized as …

Team Effectiveness =

Quality of Inputs + (Process Gains - Process Losses)

Figure 16.3 An open-systems model of work team

effectiveness.

� Stages of team development:

� Forming — initial orientation and interpersonal testing.

� Storming — conflict over tasks and ways of working as a team.

working as a team.

� Norming — consolidation around task and operating agendas.

� Performing — teamwork and focused task performance.

� Adjourning — task accomplishment andeventual disengagement.

�Norms

� Behavior expected of team members.

� Rules or standards that guide behavior.

� May result in team sanctions.

� Performance norms

� Define the level of work effort and performance that team members are expected to contribute to the team task.

Figure 16.4 Criteria for assessing the maturity of a

� Guidelines for building positive norms:� Act as a positive role model.� Reinforce the desired behaviors with rewards.� Control results by performance reviews and

regular feedback.Orient and train new members to adopt desired

� Orient and train new members to adopt desired behaviors.

� Recruit and select new members who exhibit desired behaviors.

� Hold regular meetings to discuss progress and ways of improving.

� Use team decision-making methods to reach agreement.

� Cohesiveness

� The degree to which members are

attracted to and motivated to remain

part of a team.

� Can be beneficial if paired with positive

performance norms.

� Effects of team cohesiveness and

norms:

� Positive norms + high cohesiveness ⇒

high performance and strong

commitments to positive norms.

� Positive norms + low cohesiveness ⇒

moderate performance and weak

commitments to positive norms.

� Effects of team cohesiveness and norms:

� Negative norms + low cohesiveness ⇒low to moderate performance and weak

low to moderate performance and weak commitments to negative norms.

� Negative norms + high cohesiveness ⇒low performance and strong commitments to negative norms.

Figure 16.5 How cohesiveness and norms influence

team performance.

� Guidelines for increasing team cohesion:� Induce agreement on team goals.

� Increase membership homogeneity.

Increase membership homogeneity.

� Increase interaction among members.

� Decrease team size.

� Introduce competition with other teams.

� Reward team rather than individual results.

� Provide physical isolation from other teams.

� Task activities

� Actions by team members that contribute directly to team’s performance purpose.

� Include:

� Initiating

� Information sharing

� Summarizing

� Elaborating

� Opinion giving

�Maintenance activities� Support emotional life of a team as an ongoing social system.

� Include:

� Include:� Gatekeeping

� Encouraging

� Following

� Harmonizing

� Reducing tension

� 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.

Figure 16.6 Distributed leadership helps teams meet

task and maintenance needs.

� Dysfunctional activities that detract from team effectiveness:� Being aggressive

� Blocking

� Self-confessing

� Seeking sympathy

� Competing

� Withdrawal

� Horsing around

� Seeking recognition

� Communication networks� Decentralized

� All members communicate directly with one another.

Centralized

� Centralized� Activities are coordinated and results pooled by central point of control.

� Restricted� Polarized subgroups contest one another.

� Subgroups may engage in antagonistic relations.

Figure 16.7 Interaction patterns and communication

networks in teams.

Source: John R. Schermerhorn, Jr., James G. Hunt, and Richard N. Osborn, Organizational Behavior, 8th ed. (New York: Wiley, 2003), p. 347.

Used by permission.

�Team building

� A sequence of planned activities

used to gather and analyze data

on the functioning of a team and

to implement constructive

changes to increase its operating

effectiveness.

� Steps in a cyclical team-building

process:

� Step 1 — problem awareness.

Step 2 — data gathering.

� Step 2 — data gathering.

� Step 3 — data analysis and diagnosis.

� Step 4 — action planning.

� Step 5 — action implementation.

� Step 6 — evaluation.

� Characteristics of high-performing

teams:

� A clear and elevating goal.

� A task-driven, results-oriented structure.

� Competent and committed members who work

� A collaborative climate.

� High standards of excellence.

� External support and recognition.

� Strong and principled leadership.

Study Question 4: How do teams make decisions?

� Methods of team decision making:

� Lack of response

� Authority rule

� Minority rule

� Majority rule

� Consensus

� Unanimity

� Assets of team decision making:

� Greater amounts of information,

knowledge, and expertise.

� Expands number of action alternatives

considered.

� Increases understanding and acceptance.

� Increases commitment to follow through.

� Potential disadvantages of team

decision making:

Social pressure to conform.

� Social pressure to conform.

� Individual or minority group

domination.

� Time requirements.

� Symptoms of groupthink:� Illusions of group invulnerability.

� Rationalizing unpleasant and disconfirming data.

� Belief in inherent group morality.

� Negative stereotypes of competitors.

� Pressure to conform.

� Self-censorship of members.

� Illusions of unanimity.

� Mind guarding.

� Methods for dealing with groupthink:

� Have each group member be a critical evaluator.

� Don’t appear to favor one course of action.

� Create subteams to work on the same

� Create subteams to work on the same problems.

� Have team members discuss issues with outsiders.

� Have outside experts observe and provide feedback on team activities.

� Assign a member to the devil’s advocate role.

� Hold a second-chance meeting.

� Creativity in team decision making —

guidelines for brainstorming:

� All criticism is ruled out.

� Freewheeling is welcomed.

� Quantity is important.

� Building on one another’s ideas is

encouraged.

� Creativity in team decision making —steps in the nominal group technique:

� Participants work alone, identifying possible solutions.

Ideas are shared in a round-robin fashion

� Ideas are shared in a round-robin fashion without any criticism or discussion.

� Ideas are discussed and clarified in a round-robin sequence.

� Members individually and silently follow a written voting procedure.

� The last two steps are repeated as needed.

� Effective team leaders act to:

� Establish clear vision.

� Create change.

� Unleash talent.

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