15-1

Effective Groups and

Teams

Chapter 15

15-2

Learning Objectives1. Define teams and the advantages and disadvantages of

teams.2. Identify the types of teams within organizations3. Explain how team size, diversity, and task interdependence

affect team performance. 4. Identify roles within teams.5. Explain the general stages of team development.6. Explain the concepts of team cohesiveness and team norms

and their relationship to team performance.7. Understand the causes of conflict within and among teams

and how to reduce conflict.

15-3

What is a Team?A group whose members work together to accomplish a specific goal.A group whose members work together to accomplish a specific goal.

15-4

Should I Use Teams or Not?

1 2

Potential Benefits of Teams

Can increase product and service quality

Often increases job satisfaction of team members

Employees develop multiple skills through cross-training

Can increase innovation

15-5

Should I Use Teams or Not?

1 2

Potential Disadvantages of Teams

Problem of “Social Loafing”

Costs or coordinating activities of team

Problems of group decision-making

15-6

Should I Use Teams or Not?

1 2

A team approach works best when

There is a clear goal or purpose for using a team

The job can’t get done unless people work together

Organizational systems support team work

Rewards are provided for team performance

Teams have authority to change how work is done.

15-7

Types of Teams

15-8

Self-Managed TeamsAn employee team which has the responsibility and

autonomy to complete identifiable pieces of work

• Includes employees with several skills and functions.

• Team has access to resources Sales, costs and budget informationSuppliesMachinery

• Is empowered with decision making authority

15-9

Self-Managed TeamsKeys to effective self managed teams:• Give the team enough responsibility and autonomy to be

self-managing.• The team’s task should be complex enough to include

many different steps.• Select members carefully for their diversity, skills, and

enthusiasm.• Managers should guide and coach, not supervise.• Determine training needs and be sure it is provided.

15-10

Team Characteristics Size

Ideal size is thought to be 7. Variations of from 5 to 12 typically are associated with good

team performance. Small teams (2-4 members) show more agreement, ask more

questions. Large teams (12 or more) tend to have more disagreements.

15-11

Team Characteristics Roles of Team Members

Task specialist role spend time and energy helping the team reach its goal. Socio-emotional role support team members’ emotional needs. Teams need both roles to be filled to be successful in the long run. Teams with members who are mostly task specialists will tend to be unsatisfying and may disband. Teams where most of the individuals have social roles will have high satisfaction but may be low in

productivity. Some team members play dual roles. These members often become team leaders.

15-12

Team Characteristics Diversity

Differences in skills, experience or personality among team members

Teams which are diverse often have higher levels of creativity and innovation.

Teams which are racially and culturally diverse may have more difficulty at the beginning – miscommunication, conflicts.

15-13

Task Interdependence

15-14

Stages of Team Development

Forming:Member get to know each other Leader: Facilitate social interchanges

Storming:Conflict, disagreement on direction Leader: Encourage participation, be sure conflict focused on goals

Norming:Cohesion and consensus begins to developLeader: Help clarify team roles, norms, values

Performing:Begins to do real workLeader: Facilitate task accomplishment

Adjourning:Completion of task for temporary teamsLeader: Bring closure, signify completion

2

3

5

4

1

15-15

Team Cohesiveness Team interaction -The more time members spend together,

the greater the cohesiveness Shared goals - If members agree on the goals , they will be

more cohesive Personal attraction to the team - If members have

something in common and like being together, the group will be more cohesive

A record of success increases commitment to the team Moderate competition with other groups can increase

cohesive, if members are already attracted to the team.

15-16

Team Cohesiveness ConsequencesCohesive teams report high satisfaction and morale.

Cohesive teams have more uniform performance because of the team’s influence on members to obey norms.

If team norms are good for organization, this is an advantage.

If teams norms run counter to organizational goals, it becomes a disadvantage.

Cohesive teams may be highly productive if they believe management is supportive to the team.

15-17

Development of Team NormsShared guidelines for behavior which most team members follow.

Norms are developed through:

Shared critical events

Those first behaviors which occur often set a precedent

Members bring norms from other groups to the new group

Norms are stated by members or decided upon by group

15-18

Causes of Team Conflict Scarce resources Ambiguity in responsibilities Communication breakdown Personality clashes Power and status differences Different goals

15-19

Managing Team Conflict Focus on common or superordinate goals Focus on the problem, not the people Obtain more information to create new options Bargain/Negotiate Bring in Mediator Never force a consensus