FOM 12.1Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Chapter 12Understanding Work Teams

FOM 12.2Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Learning Outcomes Define perception and describe the factors

that can shape or distort perception Explain how managers can shape employee

behaviour State how roles and norms influence

employees’ behaviour Describe how group size affects group

behaviour (continued)

FOM 12.3Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Learning Outcomes(continued) Explain the growing popularity of work

teams in organizations Describe the five stages of team

development Contrast work groups with work teams Identify four common types of work

teams (continued)

FOM 12.4Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Learning Outcomes(continued) List the characteristics of high-

performing work teams Discuss how organizations can create

team players Explain how managers can keep teams

from becoming stagnant Describe the role of teams in continuous

process improvement programs

FOM 12.5Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Perception

Process Organizing Interpreting Impressions Meaning to the

environment

FOM 12.6Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Factors That Can Influence Perception The perceiver The situation The target

FOM 12.7Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Attribution Attribution

Theory andTheory and

IndividualIndividual

BehaviourBehaviour

ExternalExternal

ExternalExternal

ExternalExternal

InternalInternal

InternalInternal

InternalInternal

Attribution of Cause

DistinctivenessDistinctiveness

ConsensusConsensus

ConsistencyConsistency

HighHigh

LowLow

HighHigh

LowLow

HighHigh

LowLow

InterpretationObservation

FOM 12.8Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Attribution Errors

FundamentalAttribution

ErrorSelf-serving

Bias

FOM 12.9Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Halo Effect Stereotyping

Selectivity

Self-FulfillingProphecy

AssumedSimilarity

JudgmentalShortcuts

FOM 12.10Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Managers and Perception

People react to perceptions

Reality is perception

FOM 12.11Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Shaping Behaviour Positive reinforcement Negative reinforcement Punishment Extinction

FOM 12.12Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Attitudes and Behaviour

Consistent

Alignment

“Walk the Talk”

FOM 12.13Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Group

Two or more interacting and interdependent individuals who

come together to achieve objectives

FOM 12.14Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Basic Group Concepts Group roles

Set of expected behaviour patterns Attributable to someone who occupies a

given position in a social unit Group norms

Acceptable standards Shared by group members

FOM 12.15Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Asch Study

X A B C

FOM 12.16Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Basic GroupBasic GroupConceptsConcepts

(continued)(continued)

StatusStatus

FormalFormal

SizeSize

SmallSmall

InformalInformal

LargeLarge

FOM 12.17Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Strong Increasein Productivity

Moderate Increasein Productivity

No Significant Effecton Productivity

Decrease inProductivity

Cohesiveness

Ali

gn

men

t o

f G

rou

p a

nd

Org

. G

oal

s High Low

Cohesiveness-Productivity Relationship

High

Low

FOM 12.18Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Why Are Teams So Popular?

Outperform individuals

Increased use of employee talents

Flexible and responsive

Quickly assembled Increased job

satisfaction

FOM 12.19Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Stages of Team

Development

Forming

Storming

Norming

Performing

Adjourning

FOM 12.20Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Teams vs. Groups

Collective performance

Share information

Individual and mutual

Positive Neutral

Complementary

Individual

Random and varied

Accountability

Synergy

Goal

Skills

FOM 12.21Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Functional Team

FOM 12.22Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Problem-Solving Team

?

FOM 12.23Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Self-managed Work Team

FOM 12.24Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Cross-Functional Team

FOM 12.25Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Virtual Team

Technology

FOM 12.26Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Effective Teams

Clear Goals

Relevant Skills

Mutual Trust

GoodCommunication

UnifiedCommitment

Negotiating Skills

Internal Support

EffectiveLeadership

External Support

FOM 12.27Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Challenges of Creating Team Players

Individuals Culture Communication

FOM 12.28Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Shaping Team Behaviour

Selection Rewards Learning

FOM 12.29Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Reinvigorating Mature Teams

Prepare

Team

Encourage

Train

FOM 12.30Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Contemporary Team Issues

Continuous improvement programs Workforce diversity