Management 12e richard draft chapter 18
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Chapter 18
Leading Teams
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The Value of Teams
Work in organizations is interdependent
What Is a Team?
Two or more people who interact and coordinate their work toward a goal
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18.1 Requirements of Teamwork
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Contributions of Teams
Creativity and innovation
Improved quality
Speed response
Higher productivity and lower costs
Enhanced motivation and satisfaction
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18.2 Five Contributions Teams Make
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Types of Teams
Formal Team – defined by formal organization structure
Cross-Functional Team
Self-Managed Teams – supervised by elected employee
Vertical: functional or command team
Horizontal: committee with cross-functional membership
Special Purpose: project teams
Diverse skills and functions
Access to resources
Team is empowered to make decisions
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18.3 Functional and Cross-Functional Teams in an Organization
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Dilemma of Teams
We have to give up our independence
We have to put up with free riders
Teams are sometimes dysfunctional
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18.4 Five Common Dysfunctions of Teams
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How to Make Teams Effective
Successful teams don’t just happen
Team members should consider:
Defining roles
Establishing norms
Setting goals
Work-team effectiveness is based on:
Productive output
Personal satisfaction
Capacity to adapt and learn
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18.5 Work Team
Effectiveness Model
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Work Team Effectiveness
Productive Output
Satisfaction of Members
Capacity to Adapt and Learn
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Model of Team Effectiveness
Team size and roles are important
Team characteristics influence processes
Good team leaders understand and manage stages of team development
Team members and leaders must direct processes in a positive manner
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Innovative Use of Teams
Virtual Teams
Use technology to build relationships
Shape culture through technology
Monitor progress and reward members
Global Teams
Cross-border work teams
Members from different nationalities
May operate virtually
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18.6 What Effective Virtual Team Leaders Do
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Team Characteristics
Design teams for effectiveness
Size
Team performance and productivity peaks at five members
Diversity
Diverse skills, knowledge, and experience produces innovative solutions
Member Roles
Teams must focus on both task and social roles
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Task Performance and Social Satisfaction
Task Specialist Role
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•
•
•
•
Initiating ideas
Giving opinions
Seeking information
Summarizing
Energizing
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Stages of Team
Development
Forming – orientation and acquaintance
Storming – personalities and roles emerge
Norming – conflicts develop
Performing – focus on problem solving
Adjourning – disbandment
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18.7 Five Stages of Team Development
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Team Cohesiveness
Determinants of Team Cohesiveness
Team interaction
Shared goals
Personal attraction to the team
Consequences of Team Cohesiveness
Morale
Productivity
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Team Norms
Team norms – an informal
standard of conduct that is
shared by team members and
guides their behavior
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18.8 Four Ways Team Norms Develop
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Managing Team Conflict
Teams deal with task conflict and relationship conflict
Balancing Conflict and Cooperation
Conflict can help eliminate groupthink
Conflict can cause morale and productivity problems
Causes of Conflict
Competition over resources
Communication breakdowns
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18.9 Balancing Conflict and Cooperation
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Styles to Handle Conflict
Dominating style
Avoiding style
Compromising style
Accommodating style
Collaborating style
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