Chapter 9 Teamwork and Team Performance Teams are worth the work.
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Transcript of Chapter 9 Teamwork and Team Performance Teams are worth the work.
Chapter 9
Teamwork and Team Performance
Teams are worth the work
Copyright © 2008 John Wiley & Sons, Inc. 9-2
Chapter 9 Study Questions
• What is a the nature of teams and teamwork?
• What is team building?
• How does team building improve performance?
• How do teams contribute to the high-performance workplace?
Copyright © 2008 John Wiley & Sons, Inc. 9-3
What is the nature of team and teamwork?
• Team – small group of people with complementary
skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable
Copyright © 2008 John Wiley & Sons, Inc. 9-4
What is the nature of team and teamwork?
• Types of teams– Teams that recommend things
• Established to study specific problems and recommend solutions to them
– Teams that run things• Have formal responsibility for leading other groups
– Teams that make or do things• Functional groups that perform ongoing tasks
Copyright © 2008 John Wiley & Sons, Inc. 9-5
What is the nature of team and teamwork?
• Teamwork – occurs when group members actively work
together in such a way that all their respective skills are well utilized to achieve a common purpose
Copyright © 2008 John Wiley & Sons, Inc. 9-6
What is the nature of team and teamwork?
• How to Create a High-Performing Team– Communicate high-performance standards– Set the tone in the first team meeting– Create a sense of urgency– Make sure members have the right skills– Establish clear rules for team behavior
Copyright © 2008 John Wiley & Sons, Inc. 9-7
What is the nature of team and teamwork?
• How to Create a High-Performing Team– As a leader, model expected behaviors– Find ways to create early “successes”– Continually introduce new information– Have members spend time together– Give positive feedback
Copyright © 2008 John Wiley & Sons, Inc. 9-8
What is the nature of team and teamwork?
• Homogeneous teams – Members are similar with respect to such
variables as age, gender, race, experience, ethnicity, and culture
Copyright © 2008 John Wiley & Sons, Inc. 9-9
What is the nature of team and teamwork?
• Heterogeneous teams– Members are diverse in demography,
experiences, life styles, and cultures
Copyright © 2008 John Wiley & Sons, Inc. 9-10
Figure 9.1
Copyright © 2008 John Wiley & Sons, Inc. 9-11
What is team building?
• Team building – sequence of planned activities designed to
gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness
Copyright © 2008 John Wiley & Sons, Inc. 9-12
Figure 9.2
Copyright © 2008 John Wiley & Sons, Inc. 9-13
What is team building?
• Formal retreat approach– Team building occurs during an offsite “retreat”
• Continuous improvement approach– The manager, team leader, or group members
take responsibility for ongoing team building
• Outdoor experience approach– Members engage in physically challenging
situations that require teamwork
Copyright © 2008 John Wiley & Sons, Inc. 9-14
How does team building improve performance?
New members may worry about:
• Participation
• Goals
• Control
• Relationships
Copyright © 2008 John Wiley & Sons, Inc. 9-15
How does team building improve performance?• Tough battler
– frustrated by a lack of identity and may reject authority
• Friendly helper – insecure, suffering uncertainties of intimacy and
control
• Objective thinker – anxious about how personal needs will be met
in the group
Copyright © 2008 John Wiley & Sons, Inc. 9-16
How does team building improve performance?
• Distributed leadership – sharing of responsibilities for contributions that
move a group forward
• Task activities – various things members do that directly
contribute to the performance of important group tasks
Copyright © 2008 John Wiley & Sons, Inc. 9-17
Figure 9.3
Copyright © 2008 John Wiley & Sons, Inc. 9-18
How does team building improve performance?
• Maintenance activities – support the social and interpersonal
relationships among group members
Copyright © 2008 John Wiley & Sons, Inc. 9-19
How does team building improve performance?• Groups members should avoid the following
disruptive behaviors:– Being overly aggressive toward other members– Withdrawing and refusing to cooperate with
others– Horsing around when there is work to be done– Using the group as a forum for self-confession– Talking too much about irrelevant matters– Trying to compete for attention and recognition
Copyright © 2008 John Wiley & Sons, Inc. 9-20
How does team building improve performance?
• Role– set of expectations associated with a job or
position on a team
• Role ambiguity – occurs when a person is uncertain about his or
her role
Copyright © 2008 John Wiley & Sons, Inc. 9-21
How does team building improve performance?
• Role overload – occurs when too much is expected and the
person feels overwhelmed with work
• Role underload – occurs when too little is expected and the
person feels underutilized
Copyright © 2008 John Wiley & Sons, Inc. 9-22
How does team building improve performance?
• Role conflict – occurs when a person is unable to meet the
expectations of others– Forms of role conflict
• Intrasender role conflict• Intersender role conflict• Person-role conflict• Interrole conflict
Copyright © 2008 John Wiley & Sons, Inc. 9-23
How does team building improve performance?
• Norms – represent beliefs about how group or team
members are expected to behave– rules or standards of conduct
Copyright © 2008 John Wiley & Sons, Inc. 9-24
How does team building improve performance?
Key norms that can have positive or negative implications
• Performance norms
• Ethics norms
• Organizational and personal pride norms
• High-achievement norms
• Support and helpfulness norms
• Improvement and change norms
Copyright © 2008 John Wiley & Sons, Inc. 9-25
How does team building improve performance?
• Cohesiveness – the degree to which members are attracted to
and motivated to remain a part of the team
Copyright © 2008 John Wiley & Sons, Inc. 9-26
How does team building improve performance?• High team cohesiveness occurs when:
– Members are similar in age, attitudes, needs, and backgrounds
– Group size is small– Members respect each others’ competencies– Members agree on common goals– Members work on interdependent tasks– Groups are physically isolated from others – Groups experience performance success or
crisis
Copyright © 2008 John Wiley & Sons, Inc. 9-27
Figure 9.4
Copyright © 2008 John Wiley & Sons, Inc. 9-28
Figure 9.5
Copyright © 2008 John Wiley & Sons, Inc. 9-29
How do teams contribute to the high-performance workplace?
• Employee involvement team – applies to a wide variety of teams whose
members meet regularly to collectively examine important workplace issues
• Quality circle– small group of persons who meet periodically to
discuss and develop solutions for problems relating to quality and productivity
Copyright © 2008 John Wiley & Sons, Inc. 9-30
How do teams contribute to the high-performance workplace?
• Cross-functional teams– Consist of members representing different
functional departments or work units
Copyright © 2008 John Wiley & Sons, Inc. 9-31
How do teams contribute to the high-performance workplace?
• Functional silos problem – occurs when members of functional units stay
focused on matters internal to their function and minimize their interactions with members dealing with other functions
– also called functional chimneys problem
Copyright © 2008 John Wiley & Sons, Inc. 9-32
How do teams contribute to the high-performance workplace?
• Advantages of virtual teams– Cost-effectiveness and speed where members
are unable to meet easily face-to-face– Computer power fulfills typical team needs for
information processing and decision making
Copyright © 2008 John Wiley & Sons, Inc. 9-33
How do teams contribute to the high-performance workplace?
• Disadvantages of virtual teams– The lack of personal contact between team
members– Group decisions are made in a limited social
context
Copyright © 2008 John Wiley & Sons, Inc. 9-34
How do teams contribute to the high-performance workplace?
• Self-managing teams – small groups empowered to make the decisions
needed to manage themselves on a day-to-day basis
– also called self-directed work teams
Copyright © 2008 John Wiley & Sons, Inc. 9-35
Figure 9.6
Copyright © 2008 John Wiley & Sons, Inc. 9-36
How do teams contribute to the high-performance workplace?
• Multiskilling – team members are trained in performing more
than one job on the team
Copyright © 2008 John Wiley & Sons, Inc. 9-37
How do teams contribute to the high-performance workplace?
• Advantages of self-managing teams– Productivity and quality improvements– Production flexibility and faster response to
technological change– Reduced absenteeism and turnover– Improved work attitudes and quality of work life
Copyright © 2008 John Wiley & Sons, Inc. 9-38
How do teams contribute to the high-performance workplace?
• Disadvantages of self-managing teams– Structural changes in job classifications and
management levels eliminate the need for first-line supervisors
– Managers must learn to deal with teams rather than individuals
– Supervisors who are displaced by self-managing teams may feel threatened