Management, 8e Schermerhorn Chapter 16

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Management, 8eSchermerhornChapter 16

• Instructor Dr. Robert Kenmore
• Zarb School of Business
• Hofstra University

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Organization of the Text Management (8th
Edition) by Schermerhorn
PART 1 PART 2 PART 3 PART 4 PART 5
Introducing Management Context Mission Organi
zation Leadership

• The Dynamic New Workplace
• Management Past to Present
• Ethical Behavior Social Responsibility

• Environment, Organizational Culture, and
  Diversity
• Global Dimensions of Management
• Entrepreneur-ship Small Business

• Information Decision Making
• Planning Controlling
• Strategic Management

• Organizing
• Organizational Design Processes
• Human Resource Management

• Leading
• Motivation Theory Practice
• Individual Behavior Performance
• Teams Teamwork
• Communi-cation Interpersonal Skills
• Change Leadership

Exam 2
Exam 1
Exam 3
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Reflections

• What have been some team dynamics in class
  project groups?

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Chapter 16Teams and Teamwork

• How do teams contribute to organizations?
• What are the current trends in the use of teams?
• How do teams work?
• How do teams make decisions?
• What are the challenges of high-performance team
  leadership?

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How do teams contribute to organizations?

• Team
• A small group of people with complementary
  skills, who work together to achieve a shared
  purpose and hold themselves mutually accountable
  for its accomplishment.
• Teamwork
• The process of people actively working together
  to accomplish common goals

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How do teams contribute to organizations?

• Team and teamwork roles for managers
• Supervisorserving as the appointed head of a
  work unit.
• Network facilitatorserving as a peer leader.
• Participantserving as a helpful contributing
  member of the team.
• External coachserving a mentor or sponsor for
  team members.

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Schermerhorn/Management, 7e Chapter 16, Figure
16-01
FIGURE 16-1 Team and teamwork roles for managers.
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How do teams contribute to organizations?

• What can go wrong in teams?
• Social loafing
• Free riders who slack off because
  responsibility is diffused and others are present
  to do the work.
• Common problems
• Personality conflicts
• Differences in work styles
• Task ambiguity
• Poor readiness to work

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How do teams contribute to organizations?

• Synergy
• The creation of a whole that is greater than the
  sum of its parts.
• A team uses its membership resources to the
  fullest and thereby achieves through collective
  action far more than could be achieved otherwise.

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How do teams contribute to organizations?

• Usefulness of teams
• More resources for problem solving.
• Improved creativity and innovation.
• Improved quality of decision making.
• Greater commitments to tasks.
• Higher motivation through collective action.
• Better control and work discipline.
• More individual need satisfaction.

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How do teams contribute to organizations?

• Formal teams
• Teams that are officially recognized and
  supported by the organization for specific
  purposes.
• May appear on the organization chart.
• A functional team is a formally designated work
  team with a manager or team leader.

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How do teams contribute to organizations?

• Informal groups
• Not recognized on organization charts.
• Not officially created to serve an organizational
  purpose.
• Emerge as part of the informal structure and from
  natural or spontaneous relationships among
  people.

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What are the current trends in the use of teams?

• Committees and task forces
• Committees
• Usually operate with an ongoing purpose.
• Membership may change over time.
• Task forces
• Usually operate on a more temporary basis.
• Official tasks are very specific and time
  defined.
• Often disbands after task is completed.

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What are the current trends in the use of teams?

• Guidelines for managing projects and task forces
• Select appropriate task force members.
• Clearly define the purpose of the task force.
• Carefully select a task force leader.
• Periodically review progress.

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What are the current trends in the use of teams?

• Cross-functional teams
• Members come from different functional units and
  parts of an organization.
• Teams are created to knock down walls
  separating departments.
• Team works on a specific problem or task with the
  needs of the whole organization in mind.

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What are the current trends in the use of teams?

• Employee involvement teams
• Groups of workers who meet on a regular basis
  outside of their formal assignments.
• Have the goal of applying their expertise and
  attention to important workplace matters.
• Targeted toward continuous improvement.
• Quality circles represent a common form of
  employee involvement teams.

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What are the current trends in the use of teams?

• Virtual teams
• Teams of people who work together and solve
  problems through largely computer-mediated rather
  than face-to-face interactions.
• Sometimes called
• Computer-mediated groups
• Electronic group networks

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What are the current trends in the use of teams?

• Potential problems of virtual teams
• Difficulty in establishing good working
  relationships
• Depersonalization of working relationships

• Potential advantages of virtual teams
• Savings in time and travel expenses
• Minimization or elimination of interpersonal
  difficulties
• Ease of expansion

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What are the current trends in the use of teams?

• Guidelines for managing virtual teams
• Virtual teams should begin with social messaging.
• Team members should be assigned clear roles.
• Team members must have positive attitudes that
  support team goals.

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What are the current trends in the use of teams?

• Self-managing work teams
• Teams of workers whose jobs have been redesigned
  to create a high degree of task interdependence
  and who have been given authority to make many
  decisions about how to do the required work.
• Also known as autonomous work groups.

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What are the current trends in the use of teams?

• Typical self-management responsibilities
• Planning and scheduling work.
• Training members in various tasks.
• Sharing tasks.
• Meeting performance goals.
• Ensuring high quality.
• Solving day-to-day operating problems.
• In some cases, hiring and firing team members.

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What are the current trends in the use of teams?

• In self-managing work teams, members
• Are held collectively accountable for performance
  results.
• Have discretion in distributing tasks within the
  team.
• Have discretion in scheduling work within the
  team.
• Are able to perform more than one job on the
  team.
• Evaluate one anothers performance contributions.
• Are responsible for the total quality of team
  products.

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Schermerhorn/Management, 7e Chapter 16, Figure
16-02
FIGURE 16-2 Organizational and management
implications of self-managing work teams.
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DIVERSITY IN TEAMS
What should happen
Why it may not

• Mistrust
• Negative stereotyping
• Misunderstanding
• Inefficiencies
• Stress as pressure to perform builds

• Improved creativity
• more ideas, perspectives
• Less groupthink
• multiple viewpoints open
• discussion
• More concentration
• everyone tries hard

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How do teams work?

• Effective teams
• Achieve and maintain high levels of task
  performance.
• Achieve and maintain high levels of member
  satisfaction.
• Retain viability for the future.

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How do teams work?

• Resource input factors that influence group
  process in the pursuit of team effectiveness
• Organizational setting
• Nature of the task
• Team size
• Membership characteristics

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How do teams work?

• Team effectiveness may be summarized as

Team Effectiveness Quality of Inputs
(Process Gains - Process Losses)
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Schermerhorn/Management, 7e Chapter 16, Figure
16-03
FIGURE 16-3 An open systems model of work team
effectiveness.
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Schermerhorn/Management, 7e Chapter 16, Figure
16-04
FIGURE 16-4 Criteria for assessing the maturity
of a team.
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How do teams work?

• Stages of team development
• Forminginitial orientation and interpersonal
  testing.
• Stormingconflict over tasks and ways of
  operating as a team.
• Normingconsolidation around task and operating
  agendas.
• Performingteamwork and focused task performance.
• Adjourningtask accomplishment and eventual
  disengagement.

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DIVERSITY TEAM PERFORMANCE
Effective Team Process gains gt losses
Ineffective Team Process losses gt gains
Team Performance
Critical Zone
Forming Storming Norming - Performing
Team Development Stages / Time
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How do teams work?

• Norms
• Behavior expected of team members.
• Rules or standards that guide behavior.
• May result in team sanctions.
• Performance norms
• The level of work effort and performance that
  team members are expected to contribute to the
  team task.

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How do teams work?

• Guidelines for building positive norms
• Act as a positive role model.
• Reinforce the desired behaviors with rewards.
• Control results by performance reviews and
  regular feedback.
• Orient and train new members to adopt desired
  behaviors.
• Recruit and select new members who exhibit
  desired behaviors.
• Hold regular meetings to discuss progress and
  ways of improving.
• Use team decision-making methods to reach
  agreement.

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How do teams work?

• Cohesiveness
• The degree to which members are attracted to and
  motivated to remain part of a team.
• Can be beneficial if paired with positive
  performance norms.

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How do teams work?

• Effects of team cohesiveness and norms
• Positive norms high cohesiveness ? high
  productivity and strong commitments to supportive
  norms
• Positive norms low cohesiveness ? moderate
  productivity and weak commitments to supportive
  norms

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How do teams work?

• Effects of team cohesiveness and norms
• Negative norms low cohesiveness ? low to
  moderate productivity and weak commitments to
  harmful norms
• Negative norms high cohesiveness ? low
  productivity and strong commitments to harmful
  norms

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Schermerhorn/Management, 7e Chapter 16, Figure
16-05
FIGURE 16-5 How cohesiveness and norms
influence team performance.
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How do teams work?

• Guidelines for increasing team cohesion
• Induce agreement on team goals.
• Increase membership homogeneity.
• Increase interaction among members.
• Decrease team size.
• Introduce competition with other teams.
• Reward team rather than individual results.
• Provide physical isolation from other teams.

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How do teams work?

• Task activities
• Actions by team members that contribute directly
  to teams performance purpose.
• Includes
• Initiating
• Information sharing
• Summarizing
• Elaborating
• Opinion giving

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How do teams work?

• Maintenance activities
• Support emotional life of a team as an ongoing
  social system.
• Includes
• Gatekeeping
• Encouraging
• Following
• Harmonizing
• Reducing tension

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How do teams work?

• Distributed leadership roles
• Make every member responsible for recognizing
  when task and/or maintenance activities are
  needed and stepping in to provide them.
• Leading through task activities focuses on
  solving problems and accomplishing tasks.
• Leading through maintenance activities helps
  strengthen and perpetuate the team as a social
  entity.

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Schermerhorn/Management, 7e Chapter 16, Figure
16-06
FIGURE 16-6 Distributed leadership helps teams
meet task and maintenance.
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How do teams work?

• Dysfunctional activities that detract from team
  effectiveness
• Being aggressive
• Blocking
• Self-confessing
• Seeking sympathy
• Competing
• Withdrawal
• Horsing around
• Seeking recognition

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How do teams work?

• Communication networks
• Decentralized
• All members communicate directly with one
  another.
• Centralized
• Activities are coordinated and results pooled by
  central point of control.
• Restricted
• Polarized subgroups contest one another.
• Subgroups may engage in antagonistic relations.

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Schermerhorn/Management, 7e Chapter 16, Figure
16-07
FIGURE 16-7 Interaction patterns and
communication networks in teams.
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How do teams make decisions?

• Methods of team decision making
• Lack of response
• Authority rule
• Minority rule
• Majority rule
• Consensus
• Unanimity

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How do teams make decisions?

• Assets of team decision making
• Greater amounts of information, knowledge, and
  expertise
• Expands number of action alternatives considered
• Increases understanding and acceptance
• Increases commitment to follow through

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How do teams make decisions?

• Potential disadvantages of team decision making
• Social pressure to conform
• Individual or minority group domination
• Time requirements

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How do teams make decisions?

• Symptoms of groupthink
• Illusions of group invulnerability
• Rationalizing unpleasant and disconfirming data
• Belief in inherent group morality
• Negative stereotypes of competitors
• Pressure to conform
• Self-censorship
• Illusions of unanimity
• Mind guarding

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How do teams make decisions?

• Methods for dealing with groupthink
• Have each group member be a critical evaluator.
• Dont appear to favor one course of action.
• Create subteams to work on the same problems.
• Have team members discuss issues with outsiders.
• Have outside experts observe and provide feedback
  on team activities.
• Assign a member to the devils advocate role.
• Hold a second-chance meeting.

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How do teams make decisions?

• Creativity in team decision makingguidelines for
  brainstorming
• All criticism is ruled out.
• Freewheeling is welcomed.
• Quantity is important.
• Building on one anothers ideas is encouraged.

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How do teams make decisions?

• Creativity in team decision makingsteps in the
  nominal group technique
• Participants work alone, identifying possible
  solutions.
• Ideas are shared in a round-robin fashion without
  any criticism or discussion.
• Ideas are discussed and clarified in a
  round-robin sequence.
• Members individually and silently follow a
  written voting procedure.
• The last two steps are repeated as needed.

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What are the challenges of high-performance team
leadership?

• Team building
• A sequence of planned activities used to gather
  and analyze data on the functioning of a team and
  to implement constructive changes to increase its
  operating effectiveness.

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What are the challenges of high-performance team
leadership?

• Steps in a cyclical team-building process
• Step 1problem awareness.
• Step 2data gathering.
• Step 3data analysis and diagnosis.
• Step 4action planning.
• Step 5action implementation.
• Step 6evaluation.

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Schermerhorn/Management, 7e Chapter 16, Figure
16-08
FIGURE 16-8 Steps in the team-building process
case of the hospital top management team.
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What are the challenges of high-performance team
leadership?

• Characteristics of high-performing teams
• A clear and elevating goal
• A task-driven, results-oriented structure
• Competent and committed members who work hard
• A collaborative climate
• High standards of excellence
• External support and recognition
• Strong and principled leadership

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What are the challenges of high-performance team
leadership?

• Effective team leaders act to
• Establish clear vision
• Create change
• Unleash talent