Essentials of Organizational Behavior Fourteenth Edition Chapter 10

After studying this chapter you should be able to: 1. Analyze the growing popularity of teams in organizations. 2. Contrast groups and teams. 3. Contrast the five types of team arrangements. 4. Identify the characteristics of effective teams. 5. Explain how organizations can create team players. 6. Decide when to use individuals instead of teams. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Why Are Teams So Popular? • Increased competition has forced companies to restructure to compete more efficiently • Teams: – Better utilize employee talents – Are more flexible and responsive to change – Democratize and motivate Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Groups and Teams • Work group: Interacts primarily to share information and to make decisions to help one another perform within each member’s area of responsibility • Work team: Generates positive synergy through coordinated effort; individual efforts result in a level of performance that is greater than the sum of those individual inputs Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Comparing Work Groups and Work Teams Copyright © 2018, 2016, 2014 Pearson Education, Inc.

Four Types of Teams Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights

Problem-Solving Teams • Members often from the same department • Share ideas or suggest improvements • Rarely given authority to unilaterally implement any of their suggested actions Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Self-Managed Work Teams • 10 -15 employees in highly related jobs • Team takes on supervisory responsibilities: – – Work planning and scheduling Assigning tasks Operating decisions/actions Working with customers • May select and evaluate members • Effectiveness is dependent on the situation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Cross-Functional Teams • Members from same level, but diverse areas, within and between organizations • Exchange information • Develop new ideas and solve problems • Coordinate complex projects • Development may be time consuming due to complexity and diversity Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Virtual Teams • Computer technology ties dispersed team together • Managing virtual teams: – Ensure trust is established among members – Monitor progress closely – Publicize the efforts and products of the team throughout the organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Multiteam Systems • Collections of two or more interdependent teams that share a superordinate goal – A ‘team of teams’ • Can be the best choice Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Creating Effective Teams Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Context Factors in Team Success • • Presence of adequate resources Effective leadership and structure Climate of trust in the team Performance evaluation and reward system that reflects team contributions Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Team Composition and Success • Abilities of members – High-ability – Adaptability • Personality of members • Allocation of roles • Diversity of members – Organizational demography – Conscientious and open- • Cultural differences minded • Size of teams • Member preferences Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Potential Team Member Roles Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights

Team Process and Success (1 of 2) Copyright © 2018, 2016, 2014 Pearson Education,

Team Process and Success (2 of 2) 1. 2. 3. 4. 5. 6. 7. 8. Common plan and purpose Specific goals Team efficacy Team identity Team cohesion Mental models Conflict levels Social loafing Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Turning Individuals into Team Players • Selection: Need employees who have the interpersonal as well as technical skills • Training: Workshops on problem-solving, communications, negotiation, conflictmanagement, and coaching skills • Rewards: Encourage cooperative efforts rather than individual ones Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Teams Aren’t Always the Answer • Complexity of Work: Can the work be done better by more than one person? • Common Purpose: Does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? • Interdependence: Are the members of the group interdependent? Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.

Implications for Managers • Effective teams have adequate resources, effective leadership, a climate of trust, and a performance evaluation system that reflects team contributions. • Effective teams tend to be small. • Effective teams have members who believe in the team’s capabilities, are committed to a common plan and purpose, and have an accurate shared mental model of what is to be accomplished. • Select individuals who have the interpersonal skills to be effective team players; provide training to develop teamwork skills; and reward individuals for cooperative efforts. • Do not assume that teams are always needed. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.