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Effective Teamwork: Maximizing Performance and Satisfaction

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  1. Chapter 18 Leading Teams

  2. 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

  3. 18.1 Requirements of Teamwork

  4. Contributions of Teams • Creativity and innovation • Improved quality • Speed response • Higher productivity and lower costs • Enhanced motivation and satisfaction

  5. 18.2 Five Contributions Teams Make

  6. Types of Teams • Formal Team – defined by formal organization structure • Vertical: functional or command team • Cross-Functional Team • Horizontal: committee with cross-functional membership • Special Purpose: project teams • Self-Managed Teams – supervised by elected employee • Diverse skills and functions • Access to resources • Team is empowered to make decisions

  7. 18.3 Functional and Cross-Functional Teams in an Organization

  8. Dilemma of Teams • We have to give up our independence • We have to put up with free riders • Teams are sometimes dysfunctional

  9. 18.4 Five Common Dysfunctions of Teams

  10. 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

  11. 18.5 Work Team Effectiveness Model

  12. Work Team Effectiveness • Productive Output • Satisfaction of Members • Capacity to Adapt and Learn

  13. 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

  14. 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

  15. 18.6 What Effective Virtual Team Leaders Do

  16. 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

  17. Task Performance and Social Satisfaction Task Specialist Role • Initiating ideas • Giving opinions • Seeking information • Summarizing • Energizing

  18. Stages of Team Development • Forming – orientation and acquaintance • Storming – personalities and roles emerge • Norming – conflicts develop • Performing – focus on problem solving • Adjourning – disbandment

  19. 18.7 Five Stages of Team Development

  20. Team Cohesiveness • Determinants of Team Cohesiveness • Team interaction • Shared goals • Personal attraction to the team • Consequences of Team Cohesiveness • Morale • Productivity

  21. Team Norms Team norms – an informal standard of conduct that is shared by team members and guides their behavior

  22. 18.8 Four Ways Team Norms Develop

  23. 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

  24. 18.9 Balancing Conflict and Cooperation

  25. Styles to Handle Conflict • Dominating style • Avoiding style • Compromising style • Accommodating style • Collaborating style

  26. 18.10 - A Model of Styles to Handle Conflict

  27. Team Conflict Tools • Superordinate goals – vision compels people to overcome conflict and cooperate • Mediation – allowing third party to help with disputes • Negotiation • Integrative • Distributive

  28. Reaching a Win-Win Solution • Separate the people from the problem • Focus on interests, not current demands • Generate many alternatives for mutual gain • Insist that results be based on objective standards

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