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Essentials of Management

Chapter 13Teams, Groups, and

Teamwork

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Types of Teams and GroupsOutline of TopicsSelf-Managed Work TeamsProject Teams and Task ForcesCross-Functional TeamsTop-Management TeamsVirtual Teams

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Self-Managed Work TeamsGroup of employees responsible for an entire

work process or segment that delivers a product.

Purposes include increasing productivity, enhancing quality, decreasing cycle time, and respond to changing workplace.

Work team given total responsibility or “ownership” of product or service.

Members are generalists, not specialists.

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Project Teams and Task ForcesProject members work together until goal is

accomplished.Project managers negotiate for resources with

line and staff departments.Project managers act as coordinators of

people and material needed for mission.Task force is problem-solving group of a

temporary nature, focusing on specific problem or opportunity.

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Cross-Functional TeamsMembers are from different specialties, at

about same level, who come together to accomplish a task.

Purpose is to get the workers from different specialties to blend their talents.

Success of team depends on collaboration.For team success, team leader must have

both technical and process skills, including interpersonal skills.

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Top-Management TeamsGroup of managers at top of organization

referred to as a top-management team.May not function as true team.Sometimes several executives who share

responsibility equally run a large firm.Less confusing when each executive has

different responsibilities. Ego of power sharers may create problem.

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Virtual TeamsTeam conducts bulk of collaborative work

electronically rather than face to face.E-mail, instant messaging, collaborative

software used for sharing information and conducting meetings.

Well-suited for geographically dispersed workers, key employees who do not want to relocate.

Trust of and among workers is key.

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Characteristics of Effective Work Groups1. Enriched job design (interesting work)2. Empowerment and shared leadership3. Interdependent tasks, information sharing,

and rewards (rewards are dependent on what others accomplish)

4. Right mix and size (diversity within group, about 7 to 10 members)

5. Emotional intelligence (good relationships inside and outside team)

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Characteristics of Effective Work Groups, continued6. Support for the work group (organization

gives group what it needs)7. Effective processes within the group (leads

to group cohesiveness)8. Familiarity with jobs, coworkers, and the

environment (experience counts) A feeling of collective efficacy results from

having these characteristics. Effective leadership is also important.

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Stages of Group Development1. Forming (members eager to learn)2. Storming (shakedown period with some

conflict and tension)3. Norming (group standards are formed)4. Performing (group focuses on accomplishing

key tasks, becomes well-functioning unit)5. Adjourning (yet prepared for future group

activities together)

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Managerial Actions for Building Teamwork1. Begin with a mission and agreement on the

meaning of success.2. Help the group focus on its strengths.3. Compete against a common enemy.4. Make teamwork the norm.5. Use consensus decision making and provide

information. 6. Use teamwork language.

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Managerial Actions for Building Teamwork, continued7. Minimize micromanagement (supervising

too closely and second guessing).8. Reward the team and individuals.9. Encourage some face-to-face

communication.10. Show respect for team members.11. Participate in offsite teamwork training.12. Strive for teamwork in virtual teams.

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Task-Related Actions and Attitudes for Being an Effective Team Player1. Possess and shares technical expertise.2. Assumes responsibility for problems.3. Is willing to commit to team goals.4. Is able to see the big picture.5. Is willing to ask tough questions. (Tough

question helps achieve insight into problem facing .)

6. Is willing to try something new.

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People-Related Actions and Attitudes for Effective Team Play1. Trust team members.2. Share credit.3. Recognize the interests and achievements

of others.4. Listen actively and share information.5. Give and receive criticism.6. Do not rain on another team member’s

parade.

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Potential Contributions of Teams and GroupsConsiderable case history evidence supports

the contribution of teams over independent effort.

Lift-outs (recruiting an entire team) demonstrate the value of teams.

Most useful when work processes cut across functional lines, speed matters, complex environment, innovation needed.

Tasks should require interdependence.

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Potential Problems of Teams and Groups1. Group polarization (extreme positions)2. Social loafing (free loading)3. Limited accountability (credit for wins, rarely

blamed for failures)4. Ostracism of unwanted group member

(cruel rejection or ignored)5. Career retardation (might be perceived as

team player rather than leader)

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Task vs. Relationship ConflictTask conflict focuses on substantive, issue-

related differences.Relationship conflict focuses on personalized,

individually-oriented issues, must be dealt with emotionally.

Moderate task conflict is functional, requiring problem solving.

Both task and relationship conflict can be harmful exist beyond small amount.

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Positive Consequences of ConflictRight amount of conflict may enhance job

performance.Too much or too little conflict lowers job

performance. Positive consequences of conflict include

increased (a) creativity, (b) effort, (c) diagnostic information, and (d) group cohesion.

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Negative Consequences of ConflictPoor physical and mental healthWasted resourcesSidetracking of important goalsHeightened self-interestMany acts of workplace violence stem from

stressed workers who have unresolved conflicts with supervisor or coworkers.

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Methods of Conflict Resolution1. Forcing (winning at expense of other party)2. Accommodating (appeasing other side)3. Sharing (semi-satisfaction, compromise)4. Collaborating (satisfy both sides, win-win

philosophy; can include confrontation and problem-solving)

5. Avoiding (uncooperative, unassertive)

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Resolving Conflict between Two Group MembersRequires high-level managerial skill.Best approach is to get two parties in conflict

to engage in confrontation and problem solving.

Manager gets two parties to talk to each other about the problem, not to the manager.

Intervening in conflict is skill of growing importance.