Teams, Groups, and
Teamwork
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Types of Teams and Groups
Outline of Topics
 Self-Managed Work Teams
 Project Teams and Task Forces
 Cross-Functional Teams
 Top-Management Teams
 Virtual Teams
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Self-Managed Work Teams
 Group of employees responsible for an entire work
process or segment that delivers a product.
 Purposes include increasing productivity, enhancing
quality, decreasing cycle time, and respond to
changing workplace.
 Work team given total responsibility or “ownership”
of product or service.
 Members are generalists, not specialists.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Project Teams and Task Forces
 Project members work together until goal is
accomplished.
 Project managers negotiate for resources with line
and staff departments.
 Project managers act as coordinators of people and
material needed for mission.
 Task force is problem-solving group of a temporary
nature, focusing on specific problem or opportunity.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Cross-Functional Teams
 Members are from different specialties, at about
same level, who come together to accomplish a task.
 Purpose is to get the workers from different
specialties to blend their talents.
 Success of team depends on collaboration.
 For team success, team leader must have both
technical and process skills, including interpersonal
skills.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Top-Management Teams
 Group of managers at top of organization referred to
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as a top-management team.
May not function as true team.
Sometimes several executives who share
responsibility equally run a large firm.
Less confusing when each executive has different
responsibilities.
Ego of power sharers may create problem.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Virtual Teams
 Team conducts bulk of collaborative work
electronically rather than face to face.
 E-mail, instant messaging, collaborative software
used for sharing information and conducting
meetings.
 Well-suited for geographically dispersed workers, key
employees who do not want to relocate.
 Trust of and among workers is key.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Characteristics of Effective Work Groups
1.
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4.
5.
Enriched job design (interesting work)
Empowerment and shared leadership
Interdependent tasks, information sharing, and
rewards (rewards are dependent on what others
accomplish)
Right mix and size (diversity within group, about 7
to 10 members)
Emotional intelligence (good relationships inside
and outside team)
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Characteristics of Effective Work Groups,
continued
6.
7.
8.
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Support for the work group (organization gives
group what it needs)
Effective processes within the group (leads to
group cohesiveness)
Familiarity with jobs, coworkers, and the
environment (experience counts)
A feeling of collective efficacy results from having
these characteristics.
Effective leadership is also important.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Stages of Group Development
1.
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5.
Forming (members eager to learn)
Storming (shakedown period with some conflict
and tension)
Norming (group standards are formed)
Performing (group focuses on accomplishing key
tasks, becomes well-functioning unit)
Adjourning (yet prepared for future group
activities together)
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Managerial Actions for Building
Teamwork
1.
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Begin with a mission and agreement on the
meaning of success.
Help the group focus on its strengths.
Compete against a common enemy.
Make teamwork the norm.
Use consensus decision making and provide
information.
Use teamwork language.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Managerial Actions for Building Teamwork,
continued
Minimize micromanagement (supervising too
closely and second guessing).
8. Reward the team and individuals.
9. Encourage some face-to-face communication.
10. Show respect for team members.
11. Participate in offsite teamwork training.
12. Strive for teamwork in virtual teams.
7.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Task-Related Actions and Attitudes for
Being an Effective Team Player
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Possess and shares technical expertise.
Assumes responsibility for problems.
Is willing to commit to team goals.
Is able to see the big picture.
Is willing to ask tough questions. (Tough question
helps achieve insight into problem facing .)
Is willing to try something new.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
People-Related Actions and Attitudes for
Effective Team Play
1.
2.
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Trust team members.
Share credit.
Recognize the interests and achievements of
others.
Listen actively and share information.
Give and receive criticism.
Do not rain on another team member’s parade.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Potential Contributions of Teams and
Groups
 Considerable case history evidence supports the
contribution of teams over independent effort.
 Lift-outs (recruiting an entire team) demonstrate the
value of teams.
 Most useful when work processes cut across
functional lines, speed matters, complex
environment, innovation needed.
 Tasks should require interdependence.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Potential Problems of Teams and Groups
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Group polarization (extreme positions)
Social loafing (free loading)
Limited accountability (credit for wins, rarely
blamed for failures)
Ostracism of unwanted group member (cruel
rejection or ignored)
Career retardation (might be perceived as team
player rather than leader)
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Task vs. Relationship Conflict
 Task conflict focuses on substantive, issue-related
differences.
 Relationship conflict focuses on personalized,
individually-oriented issues, must be dealt with
emotionally.
 Moderate task conflict is functional, requiring
problem solving.
 Both task and relationship conflict can be harmful
exist beyond small amount.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Positive Consequences of Conflict
 Right amount of conflict may enhance job
performance.
 Too much or too little conflict lowers job
performance.
 Positive consequences of conflict include increased
(a) creativity, (b) effort, (c) diagnostic information,
and (d) group cohesion.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Negative Consequences of Conflict
 Poor physical and mental health
 Wasted resources
 Sidetracking of important goals
 Heightened self-interest
 Many acts of workplace violence stem from stressed
workers who have unresolved conflicts with
supervisor or coworkers.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Methods of Conflict
Resolution
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Forcing (winning at expense of other party)
Accommodating (appeasing other side)
Sharing (semi-satisfaction, compromise)
Collaborating (satisfy both sides, win-win
philosophy; can include confrontation and
problem-solving)
Avoiding (uncooperative, unassertive)
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.
Resolving Conflict between Two
Group Members
 Requires high-level managerial skill.
 Best approach is to get two parties in conflict to
engage in confrontation and problem solving.
 Manager gets two parties to talk to each other about
the problem, not to the manager.
 Intervening in conflict is skill of growing importance.
© 2012 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole
or in part.