Management 13th edtion by schermerhorn bachrach chapter 17
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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
1. Teams in Organizations
a) Teamwork pros
b) Teamwork cons
c) Meetings, meetings, meetings
d) Organizations as networks of groups
2. 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
3. How Teams Work
a) Team inputs
b) Stages of team development
c) Norms and cohesiveness
d) Task and maintenance roles
e) Communication networks
4. Decision Making in Teams
a) Ways teams make decisions
b) Advantages and disadvantages of team decisions
c) Groupthink
d) Creative team decision making
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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
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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
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Teams in Organizations
Copyright ©2015 John Wiley & Sons, Inc.
Teams in Organizations
Formal groups
Officially recognized and supported by the organization
Specifically created to perform essential tasks
Managers and leaders serve “linking pin” roles
Copyright ©2015 John Wiley & Sons, Inc.
Teams in 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
Copyright ©2015 John Wiley & Sons, Inc.
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
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
Copyright ©2015 John Wiley & Sons, Inc.
Trends in the Use of Teams
Cross-functional teams
Members come from different functional units of an organization
Teams are created to knock down “walls” separating departments
Functional chimneys problem – a lack of communication across functions
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Trends in the Use of Teams
Self-managing teams
Have the authority to make decisions about how they share and complete their
work
Key feature is multitasking with an emphasis on participation
Copyright ©2015 John Wiley & Sons, Inc.
Trends in the Use of Teams
Characteristics of self-managing teams:
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Figure 17.1 Organizational and management implications of selfmanaging work teams
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Trends in the Use of Teams
Virtual (distributed) teams
Teams of people who work together and solve problems through largely
computer-mediated rather than face-to-face interactions
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Trends in the Use of Teams
•
Potential advantages of virtual
Potential problems of virtual
teams:
teams:
Savings in time and travel
•
expenses
•
Minimization or elimination of
interpersonal difficulties
•
Difficulty in establishing good
working relationships
•
Depersonalization of working
relationships
Ease of expansion
Copyright ©2015 John Wiley & Sons, Inc.
Trends in the Use of Teams
Guidelines for managing virtual teams:
•
•
•
•
Select team members high in initiative and capable of self-starting.
Select members who will join and engage the team with positive attitudes.
Select members known for working hard to meet team goals.
Begin with social messaging that allows members to exchange information about each other to personalize
the process.
•
Assign clear goals and roles so that members can focus while working alone and also know what others are
doing.
•
Gather regular feedback from members about how they think the team is doing and how it might work more
effectively.
•
Provide regular feedback to team members about team accomplishments.
Copyright ©2015 John Wiley & Sons, Inc.
Trends in the Use of Teams
Team Building
Activities that analyze teams and make changes to improve performance
May include meetings, games and outdoor activities
Copyright ©2015 John Wiley & Sons, Inc.
Trends in the Use of Teams
Copyright ©2015 John Wiley & Sons, Inc.
How Teams Work
Effective Teams
Perform tasks
Satisfy members
Remain viable for the future
Copyright ©2015 John Wiley & Sons, Inc.
Figure 17.2 An open-systems model of team effectiveness
Copyright ©2015 John Wiley & Sons, Inc.
